To CSCP or not to CSCP in your career?

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Guest blog from Andrew Hill CSCP

I did not have anything to prove my competencies to the broader market and had no experience to demonstrate that I could apply my skillset in different industries and contexts.

Like many entering the supply chain profession in the early 2000’s, my entry into the profession was not by design but by taking advantage of an opportunity to shift focus within my career.  Through 13 years of experience at Brightstar, some great mentorship and exposure to international operations, I gained a base of knowledge of supply chain fundamentals in the Telecommunications industry and progressed into senior leadership positions.

When I was faced with the loss of a major contract in the local business and a global restructure, it became clear that my next challenge would not be at Brightstar.  Considering next steps, I saw two challenges that I needed to overcome in order to progress my career:

  1. I had no educational qualifications relevant to my career experience.
  2. I had broad experience working with clients in a single industry, working for a single company.

Considering these from the hiring manager’s perspective, I did not have anything to prove my competencies to the broader market and had no experience to demonstrate that I could apply my skillset in different industries and contexts.

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I addressed these challenges by pursuing CSCP certification. Having worked across several functional areas from: demand planning; retail allocation and merchandising; to supply planning, I saw this qualification as a great fit to broaden my knowledge across supply chain and prepare for future leadership roles encompassing the whole of supply chain.

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I chose the self-directed learning approach to learning, as this allowed me flexibility to study in my own time.  The combination of online and physical learning materials allowed the convenience to learn anywhere, anytime and online quizzes provided instant feedback on my understanding – allowing effective revision to revisit the concepts I needed to review.

While independent online learning fit well for my circumstances, classroom-based options are available for those who prefer a more structured learning experience and to receive feedback from an experienced instructor.

The CSCP program provided me with a solid foundation across a whole of supply chain curriculum, addressing areas where I had not had previous exposure, as well as providing fresh best-practice perspectives in areas where I initially felt I was stronger.

Having completed the CSCP program, I strongly believe that this qualification will provide a great foundation to further my supply chain career and am looking forward to using the knowledge gained through this program in my next role!

For any members wanting to know more about my experience in completing CSCP, please feel free to send questions through the comments section or to connect with me via LinkedIn.

ASCI Online Certification Review Classes for CSCP commence in the Winter Term in July. Purchase your Learning System in advance to ensure you make an informed decision about self studying, like Andrew Hill, or a hybrid solution of self study and online classes. Geta quote today at enquries@asci.org.au or subscribe to our regular updates on pricing and scheduling here. 

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Andrew Hill CSCP 

 

Six Essential Steps to Building Trust in Remote Teams

Guest blog from Marie-Claire Ross, Trustologie

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Transitioning to managing a remote team when your team is normally co-located requires a steep learning curve for both team leaders and team members.  Throw in the COVID-19 crisis and high levels of anxiety and trust levels in the team can come crashing down if not managed correctly.

Whenever there is change and uncertainty, employees will naturally withhold expending too much energy into a team, until it feels safe to do so.  The antidote is trust.

After all, when you don’t have trust, it’s like walking through sludge.  Everything takes a long time to get done. Miscommunication and misunderstandings become rife requiring multiple meetings to sort out differences – slowing down decision-making and action.  Blame increases and avoiding accountability resulting in more conflict.

Continuing to boost your teams trust levels is critical, while everyone is learning the ropes.  This is trickier to do remotely because repairing and maintaining trust is much easier face-to-face.  To ensure team performance doesn’t drop precipitously requires the team leader, and team members, to be willing to not only change how they interact, but also their underlying mindsets.

That’s because humans have this odd tendency to only believe something is true if they can see it.  In a work environment, leaders only think team members are working if they can seethem work.

Today, team leaders have to cast aside this limiting belief that has literally stopped remote working from really taking off in the past.  Now, we’re all in this interesting workplace experiment where leaders have no choice but to let go of the reins and trust that people are getting work done.  This requires leaders to stop basing people’s performance on whether they’re seated at their desk from 9-5.  The truly liberating and empowering benefit of working from home is that people can adjust their work schedule to fit in with their lives.  As long as they can attend important meetings and produce the work required, the set times people work are irrelevant.

Pivoting from measuring time at work to delivering outcomes takes time.  Particularly for more mature leaders, who have been conditioned since school to work during set times.  Usually the tendency is to micromanage when people aren’t visible – sending an unintentional message to employees that they’re not trusted.  The result is employees will overwork to demonstrate their contribution.  And during this anxious time, this only compounds stress levels.

The good news is that this can be avoided if leaders are self-aware and have the right tools.  Visibility can be improved through using project management software that makes progress highly visible to all.  While team members need to step up and modify how they work together.

Learning any new skill this takes time.  After all, it’s a bit like moving a team from playing netball to football.  All the behaviours, mindsets, interactions and communication styles all need to change.  And it’s common to make mistakes.

To keep trust levels optimised, there are two elements leaders to focus on in equal amounts.  Otherwise, you risk being strong in one area and not the other, creating minimal improvement.  These elements are:

  1. Building trust with each individual in the team and
  2. Fostering trust between team members.

Counter intuitively; leaders need to spend more time structuring communication and relationship building between team members than when working separately.

Let’s go through the steps to do this using our SUCCEeD Together Trust Framework. This is based on six trust drivers that make it easier to leaders to identify and understand trust issues.

Support – Leaders who care, get the most out of their people.  Support underpins all of the other trust drivers and is more critical to remote teams than co-located ones.  Essentially, humans don’t trust people who don’t care about them.  So leaders need to do more work to ensure that team members feel supported by everyone in the team.

This is so critical because distributed teams have limited opportunities to spontaneously interact in hallways and food areas, which naturally bonds people together.

According to the Building Workplace Trust Study by Interaction Associates, the main way virtual workers wanted their leaders to build trust was to convene periodic face-face meetings (40%).  Of course, during the pandemic this is impossible.  But for teams that have each previously met in person, building trust remotely is easier.  But you can’t take it for granted.

If you’re a team leader, there are two areas that you need to focus on to improve support:

  1. Foster Visibility – This is on three levels. The first one is ensuring that you share as much information as possible.  It can be easy to forget to share making people feel left out.  Make it a general rule to be as transparent as possible, in order to provide the right context for people.  Share meeting notes, send regular updates and ensure all tasks and expectations are clearly documented.  The second level is making sure you’re accessible.  In a workplace, it’s important for leaders to walk the floor and speak to people daily.  Of course, it’s impossible to do this virtually.  To get around it, schedule the same time everyday when people can call you and get an immediate response.  Another example is to let employees know that if they mark their email as a high priority you will respond to it that day.  Finally, make sure everyone has their webcam on in meetings.  Video meetings encourage stronger connection between team members than phone calls.
  2. Help Team Members Understand each Other– Remote teams are less likely to recover from team members who are not trusting or trustworthy. Creating opportunities for people to learn about each other outside of work is important. Make sure that you schedule social time before or after a meeting to allow people to talk about their personal lives.  You can even have virtual coffee or lunches, where people chat over meals.  If your organisation is big enough, consider have a Slack channel where people can find others in the organisation that share the same interests such as knitting or photography.

United to Solve Customer Problems – We trust people who are similar to us.  In a team, you have lots of different people thrown together.  Unite everyone by regularly aligning people to how the work solves customer problems.  On an individual level, connect how each person’s contribution brings value to the team and organisation.  In team meeting, regularly share customer success stories, customer feedback and challenges.

Clarity of Thinking and CommunicationHumans need certainty and communication is all about reducing ambiguity.  Without it, we tend to not trust a situation.  This trust driver requires leaders to spend time clearly thinking and planning how they are going to provide employees with the right information to do their job.

According to the Building Workplace Trust Study by Interaction Associates, there were three things that virtual workers required from their team leaders:

  1. Reveal their thinking about important issues
  2. Remind team members of their common purpose
  3. Create clear working agreements.

To do this requires spending time one on one with people and convening together as a team.

With each individual, make sure you:

  • Discuss what success (including quality) looks like for the team and how their tasks connect to that.
  • Work with them to create their own goals that are tied to the team’s overarching goal (and encourage each team member to share their goals at team meetings).
  • Clearly articulate how they need to communicate progress with you. For example, do they need to send you a summary email of work done at the end of the week or would you prefer a daily phone call?
  • Explain their role, responsibilities, and your expectations. Encourage them to repeat back to you what they believe them to be, so you can check for accuracy and understanding.

For the team, you’ll want to ensure you have regular meetings, in order to co-ordinate team schedules and progress updates.

  • Ensure each team member talks about their progress to help everyone understand each person’s contribution. Make each individual responsible for gathering this information and presenting it.  This is important because we only trust people who are competent at their job. Encouraging each member to prove their competency will help others trust them.
  • Weekly check-ins to discuss what people are working on, what’s keeping them stuck and what is or isn’tworking. If you’re team is new to remote work, implement daily check-ins

Candour – You can’t fix problems, if people aren’t willing to talk about them. Ensuring team members feel safe to talk about issues is one of the defining factors of a high performance team. Unfortunately, conflict can go unresolved because it’s easy to agree in an online meeting.

Improving candour involves the team leader modeling the right behaviours that enable people to speak up.  Allow people to challenge you and respond by listening and asking curious questions. Give positive verbal feedback for those brave enough to express issues and concerns.  If your team does not naturally talk about issues, ask in meetings: Who has a different point of view on this issue?  Consider asking people by name to articulate their support or concerns.

Empowered to GrowYou can’t grow a company unless the people within it are growing.  You want to make sure that learning is safe and it’s a journey that you’re all on together.

Set aside time to learn jointly.  These can either be formal learning (eg: learning how to read a profit and loss statement) right through to ensuring that people are learning from each other.  Don’t forget to do training because you’re remote.

Encourage project wrap-ups to share lessons learned.  And also encourage team members to provide virtual presentations that you can record it, and tag, so that it is easily searchable.

DependabilityAt the heart of trusting others is being able to rely on people.  In a workplace team, we need to feel that others will make good on their promises and do the right thing.  This requires ensuring that each team member understands all of the interdependencies of the role.  The job of the leader is to provide a holistic understanding of the interactions between all the moving parts and ensure everyone is accountable.  Check in with team members regularly about any bottlenecks that are potentially stopping team members from delivering on goals.

Powering Great Remote Teams

Great remote teams thrive in a culture of trust.  And it requires team leaders that are conscious of building trust into their team interactions, actions and communication.

And it’s a skill that is going to more valued in the supply chain market once we are in the brand new world on the other side of this pandemic.  While we don’t know what the future will look like, it’s pretty clear that leaders who micromanage, resist change and find it difficult to rally their people won’t be tolerated.  Low trust leadership slow things down creating unnecessary problems that we can no longer endure in a fast paced world.

The payoff of high trust leaders is extensive.  According to Interaction Associates, virtual workers tend to report a significantly higher level of trust in their organisation than their non-virtual workers.  And the benefits can be quite staggering – the same research study found that organisations that have high trust have 2.5 times the revenue generation of low trust organisations.

Authentic leadership is built on trust.  The more people trust their leader, and each other, the more they will take risks and adapt keeping their organisation alive.  In these difficult times, organisations that can adapt quickly will be more likely to survive.

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Marie-Claire Ross is the chief corporate catalyst at Trustologie.  She is a speaker, author and consultant focused on helping CEOs and leadership teams put the right processes in place to empower employees to speak up about issues, challenge each other, and share information.

If you would like a complimentary Remote Team Trust Cheat Sheet, that can help you build trust both one on one and within your teams, go to https://trustologie.com.au/tips-for-managing-remote-teams/

 

 

 

 

 

 

Data And AI Set To Transform Retail Supply Chains

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Guest Blog: Craig Sears-Black, Chief Executive of EV Cargo Technology

It once belonged in the realms of science fiction, but today artificial intelligence (AI) plays such an integral role in our daily lives that most of us don’t even notice it’s there, while all the time generating vast quantities of data.

In recent years AI systems have been developed to utilise this data in increasingly sophisticated ways, none more so than in the field of retail. As more of us shop online, so AI is used to transform our experience with personalisation, automation and increased efficiency.

But advanced technologies now also play a pivotal role in the operation of the modern retail supply chain, helping dictate how goods reach retailers. Although AI was identified as being a game-changer more than ten years ago, its limitations had not then been fully grasped and the industry wasn’t aware of the large amounts of quality data required for it to be effective. It’s only when industry-wide data can be combined that technologies such as machine learning and neural networks can be applied effectively.

However, after a huge amount of groundwork, the foundations have now been built to obtain the volume and quality of data required to support the development of AI in supply chains.

“Businesses have recognised the value of their data and its potential to solve the complexities of running a global logistics network,” says Craig Sears-Black, chief executive of EV Cargo Technology. “They have become considerably better at accessing data and now better understand how to incorporate AI into everyday work tasks to augment human decision-making.

“This next decade will be about harnessing AI and placing our trust in technology to make the correct decisions. This will evolve over the next decade, gradually moving from a recommendation that requires human sign-off, to limited automation if certain conditions are met. As the tech proves itself over time, it will take on more and more automated decisions.

EV Cargo Technology has been providing supply chain software solutions for more than 25 years and is used by many of today’s leading global and high street retailers.

“As an example, AI can use shipping data, combine it with predicted volumes, weather forecasts and emerging disruptive events and recommend that the shipment should be re-routed via an alternative port, saving significant transit time and costs,” explains Craig. “Initially, someone will review and approve this recommendation but eventually AI will make greater decisions on the retailer’s behalf.

“That extends to re-routing and re-prioritising shipments based on changing stock position or trends. If a retailer’s forecasting system says they’ll sell more stock, AI will be able to suggest and decide on changes to the transport mode and route, taking demand and costs fully into consideration.”

“Technology will also find greater applications within product sourcing. Considering information stored about factories, supplier reliability in terms of on-time and quality, cost price and time taken to market, AI can weigh all those elements and recommend the best supplier for that particular product.

“It will never fully replace the buyer but, for basic products with consistent sales, AI could monitor stock and sales and re-order automatically. Or with access to sales and inventory information, re-prioritise shipments of product to ensure optimum stock levels.”

Improving visibility, reducing friction, encouraging collaboration and promoting compliance are just some of the ways EV Cargo Technology has helped clients transform their supply chains. The benefits are both tangible and significant: increased sales through improved availability, an increase in profitability and reductions in inventory, logistics and overall operating costs.

“Technology is ramping up efficiencies in network planning and predictive demand, allowing retailers to become more proactive,” added Craig. “Advances in AI and analytics will enhance the ability of the technology to predict outcomes and mitigate potential impacts.”

So is full automation just around the corner? Not in the next ten years, according to Craig, who says that issues over trust in the technology and decision-making mean human input will remain, at least for now.

He adds: “Data is one of a company’s most valuable assets and there’s no doubt that AI-supported analytics is set to take a huge leap forward over the next ten years in helping unlock the true potential of that data – interpreting it and intuitively directing attention to where it is most needed.”

EV Cargo Technology works with retailers to monitor their supply chain networks and design, build, test, and deploy optimum supply chain management systems for each organisation’s individual needs. They  work to improve business processes through connecting the entire trading community, giving a platform to thrive by efficiently collaborating with external partners, and managing the complete supply chain with full transparency, efficiency and cost effectiveness

With over 25 years’ experience in delivering supply chain intelligence, EV Cargo Technology has a global client base spanning across America, Europe, South Africa, and Australasia. For more information, visit: www.evcargotech.com

 

 

 

Upskilling Supply Chain Professionals for a Sustainable Future

By ASCM CEO Abe Eshkenazi, CSCP, CPA, CAE

This week, I attended the GreenBiz 20 conference, which enables sustainability-focused professionals to explore business trends and develop recommendations for better organizational accountability and reporting. Those of us who participated in the supply chain track identified a number of tactics for aligning sustainability goals with supply chain activities. Two key strategies were enhanced cross-training and ongoing professional development.

Indeed, as global supply chains contend with extreme social, economic and ecological change, investing in our people becomes ever-more crucial. As World Economic Forum (WEF) President Børge Brende writes, “Valuing human capital not only serves to equip individuals with the knowledge and skills to respond to systemic shifts, it also empowers them to take part in creating a more equal, inclusive and sustainable world.”

According to the WEF’s Future of Jobs Report, 75 million jobs in 20 major economies will be displaced by 2022. Meanwhile, as many as 133 million new roles will emerge to meet the demands of this ongoing transformation.

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These points are underpinned by PwC’s 23rd Annual Global CEO Survey, which reveals the opinions of about 1,600 chief executives from 83 countries. Two central themes that surfaced from the research were upskilling and climate change.

According to the report, the key forces driving the upskilling imperative include automation, less availability of talent, reduced mobility of skilled labor and the aging workforce. “One reality is clear,” the report states, “increases in automation, changes in demographics and new regulations will make it much harder for organisations to attract and retain the skilled talent they need to keep pace with the speed of technological change. They will have to grow their own future workforce.”

Importantly, the CEOs who have embraced upskilling report benefits including stronger corporate culture and employee engagement, greater ability to attract and retain workers, heightened levels of innovation, and enhanced productivity.

“Our current approach can’t continue,” Siemens U.S. CEO Barbara Humpton told PwC. “We don’t have nearly enough qualified applicants to hire because of the technical knowledge required. So we’re going to be training a lot of non-engineers to do jobs engineers would have done in the past.”

The CEOs surveyed also recognize the risk and opportunity of climate change, noting that related initiatives can lead to significant new product and service opportunities, as well as reputational advantages and financial incentives. A recent CNN article validates these findings, reporting that asset-management superpower BlackRock is putting sustainability “at the center of its approach to investing.” The firm currently oversees $7 trillion in investments, but soon will abandon any holdings considered to be a sustainability risk.

“Awareness is rapidly changing, and I believe we are on the edge of a fundamental reshaping of finance,” CEO Larry Fink stated in his January 2020 letter to CEOs.

The potential of our people

Today’s investments in talent set our supply chain organizations on an equal, inclusive and sustainable path to the future. At ASCM, we are here to support you in this effort, with a wide array of professional development programs, including APICS certifications and a body of knowledge that has been the global standard in supply chain learning and development for more than 60 years.

Companies around the world recognize the APICS Certified in Production and Inventory Management; Certified Supply Chain Professional; and Certified in Logistics, Transportation and Distribution designations. These credentials offer forward-looking, transformational education that will position your employees for ongoing success. Learn more about how you can cultivate and support your workforce with this essential learning and development.

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Seek Out These 10 Qualities for Ongoing Career Success

By ASCM CEO Abe Eshkenazi, CSCP, CPA, CAE

Do you know which skills are most vital to your professional future? More importantly, do you possess them?

According to the new World Economic Forum (WEF) report, “The Future of Jobs,” the top 10 proficiencies and workforce strategies for 2020 and beyond are

  1. complex problem-solving
  2. critical thinking
  3. creativity
  4. people management
  5. coordinating with others
  6. emotional intelligence
  7. judgement and decision-making
  8. service orientation
  9. negotiation
  10. cognitive flexibility.

These findings were derived from chief human resources and strategy officers at leading global employers. The executives were asked about current shifts in business and what they mean for employment, skills and recruitment across industries and geographies.

“By 2020, the Fourth Industrial Revolution will have brought us advanced robotics and autonomous transport, artificial intelligence (AI) and machine learning, advanced materials, biotechnology and genomics,” says WEF senior writer Alex Gray. “These developments will transform the way we live and the way we work. Some jobs will disappear, others will grow, and jobs that don’t even exist today will become commonplace.”

Although AI tackles many challenges that people cannot, machines are less likely to decipher complicated puzzles that are not clearly defined or span multiple industries. This is why complex problem-solving tops the WEF list. Likewise, critical thinking is a strictly human capability that enables us to process, visualize and make connections in a world of ambiguity and nuance.

With the constant influx of new technologies, it’s no wonder that creativity is among the top three skills. “Robots may help us get to where we want to be faster, but they can’t be as creative as humans,” Gray explains, adding that negotiation and cognitive flexibility are at the bottom of the list because machines are increasingly making our decisions for us. In fact, 45% of WEF survey respondents believe AI will sit on company boards of directors by 2026.

“The future workforce will need to align its skillset to keep pace,” Gray writes. “Change won’t wait for us: Business leaders, educators and governments all need to be proactive in upskilling and retraining.”

The next five years

Something I found particularly interesting while reading the WEF report was the comparison between today’s top 10 and the list from just five years ago. While many skills were fairly comparable, others shifted dramatically (creativity). Some appeared for the first time (emotional intelligence and cognitive flexibility), and some fell off the list altogether (quality control and active listening).

In ASCM’s 2019 Supply Chain Salary and Career Survey Report, 82% of respondents said they are likely to remain in the field for the next five years. As these people continue on their professional journeys, I can’t help but wonder what competences the supply chain careers of the future will demand of them. Indeed, our report revealed that job stability is strong — with about 75% of respondents either remaining in their current positions or being promoted last year — but what must supply chain professionals do to keep on this positive trajectory?

ASCM will explore these questions and many more with our 2020 Supply Chain Salary and Career Survey Report. Based on the findings, we will continue to revise and update our content to ensure you have all of the latest skills that employers are seeking. I invite you to add your perspectives as we collect this important data in order to better understand, inform and advance the global supply chain community. Take the survey here before January 31.

Abe Eshkenazi will give a keynote address at MEGATRANS, Melbourne on 1 April 2020 as a special host to ASCI. To register, visit: https://www.megatrans.com.au

The Lifesaving Potential of Drones

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By ASCM CEO Abe Eshkenazi, CSCP, CPA, CAE

Reading current news headlines, it’s clear that the global supply chain landscape is constantly being reshaped by innovation. This past week, it was drones garnering much of the media attention.

Wing, Alphabet’s X lab drone, was reported to have completed 80,000 tests since 2014, leading to new collaborations with Walgreens and FedEx for food and beverage delivery. In addition, Alphabet is working with Southwest Virginia retailer Sugar Magnolia to distribute a range of sweet and savory treats, gifts, stationery, and paper goods.

In the coming months, Amazon will test its much-hyped Prime Air service in a to-be-determined location. The company says the drones will depart directly from fulfillment centers with Amazon Prime packages on board.

Uber’s drones will land right on top of Uber Eats driver vehicles, and a thermal feature will be contained within the drones to keep food items cold or hot. Uber has completed tests at a McDonald’s neighboring San Diego State University, and nearby residents soon will be able to order drone-delivered meals.

Going beyond convenience to actually protecting lives, entomologists Bart Knols of Radboud University, Richard Mukabana from the University of Nairobi and social entrepreneur Guido Welter have come up with the idea to use drones to spray a control agent in Tanzanian rice paddies, a natural mosquito breeding habitat. Malaria infects more than 10 million people every year in Tanzania, killing 80,000.

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Across the ocean, UPS and CVS announced they have completed the first U.S. deliveries of prescription medicines — one directly to a consumer’s home; the other to a retirement community. The drones launched from a CVS store in Cary, North Carolina, then hovered about 20 feet over the properties before slowly lowering the medicines to the ground.

CVS President Kevin Hourican says this demonstrates what’s possible for customers who can’t easily get to stores: “CVS is exploring many types of delivery options for urban, suburban and rural markets,” he adds. “We see big potential in drone delivery in rural communities.”

According to McKinsey & Company, when it comes to rural areas, drones are surprisingly cost-competitive, at just 10% more than the price of typical delivery models. The firm predicts that rural drone deliveries could comprise 13% of anything-to-consumer deliveries by 2025.

Supply chain research for a better world

ASCM is committed to supporting academic institutions that are researching how emerging trends can advance supply chains and ultimately create a better world. One of our recently awarded grants enables professors at the University of Missouri – St. Louis to explore drone use in less developed countries, where lack of vaccines contributes to high death rates. The professors also are investigating how drones can successfully deliver vaccines to remote communities while overcoming challenges related to maintaining the cold chain during travel.

The ASCM Research Subcommittee is currently seeking grant proposals focused on emerging trends, processes, techniques and technologies that will have an impact on supply chains and value networks of the future. The deadline is January 31. We invite you to download the guidelines and submit your proposal here.

Generate Worth from Waste

Extract from blog by ASCM CEO Abe Eshkenazi, CSCP, CPA, CAE

Here in ASCM’s hometown of Chicago, about 55 million pounds of food is wasted each month, despite the fact that one in six Chicagoans suffers from food insecurity. Alan Reed, executive director of nonprofit Chicagoland Food & Beverage, says this regrettable fact is what compels his organisation to work with both industry and food banks “in order to find new and innovative ways to address these issues.”

Reed’s comments remind me of a recent Wall Street Journal article, which highlights why some food and beverage industry giants are starting to see their trash cans in a different way — as an exciting new value stream. Starbucks is reprocessing the outer layer of its coffee beans into a natural sweetener. Mondelez is making snacks from parts of the cacao plant unused during chocolate production. And Kellogg Co. is collaborating with a craft brewer to ferment discolored cereal that would normally become animal feed. The first runs of Cast Off Pale Ale (made from Rice Krispies) and Sling It Out Stout (made from Coco Pops) sold out in hours.

Some clothing manufacturers are even turning food waste into leather alternatives. “This is not just a solution to the problem of waste,” Carmen Hijosa, founder of Ananas Anam, told The Journal. “It also brings a new income stream.” Her a company works with pineapple farmers in the Philippines, who traditionally would have burned or left leaves to rot after harvesting. The resulting leather alternative, Piñatex, is now used by Hugo Boss to make shoes; for a sustainable-clothing line at H&M; and at Hilton Worldwide, which covers footstools with the material for what the company calls vegan hotel rooms.

Learn from the best

Five inspiring presentations are currently being shared on “Foodbytes,” the blog of food and agriculture financial services provider Rabobank. These food technology innovators discuss what they believe to be the most pressing industry challenges, as well as some exciting potential solutions. One of these involves packaging that can sense when a company’s distribution, handling and warehousing processes are increasing the risk of food spoilage. By pinpointing the problem area, this tool can bring about smarter supply chains.

 

Is Blockchain the Remedy to Health Care Logistics Issues?

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By ASCM CEO Abe Eshkenazi, CSCP, CPA, CAE

Increasingly, pharmaceutical companies are putting blockchain to the test in order to track and trace the drugs they manufacture and ship. In fact, according to Healthcare Weekly, blockchain is “getting massive attention” in health care, with 40 percent of industry executives reporting that it is one of their top five priorities.

Blockchain, a decentralized network that shares information with participants in real time, has clear potential to transform and advance health care logistics, transportation and distribution. “The technology offers a potential solution to a number of challenges,” write J. Mark Waxman, Kyle Faget and Ben Daniels for Medical Economics. “The ability of blockchain to track and store data chronologically across a peer-to-peer network makes the technology particularly well suited to solve for the traceability requirements imposed by the Drug Supply Chain Security Act. In addition, blockchain is uniquely secure, which could reduce common issues in drug supply, such as drug counterfeiting.”

A recent Cointelegraph article shares how one company is working to achieve this pharmaceutical supply chain precision. Blockchain startup MediConnect offers a solution that will enable tracking and managing of prescription medication through the supply chain while preventing misuse.

Author Ana Alexandre writes that, earlier this year, the Ugandan government partnered with MediConnect to trace counterfeit drugs within the country. “The blockchain-based platform enables the recording of prescription medication, thus identifying counterfeit drugs and preventing their distribution in the pharmaceutical supply chain,” she says, adding that the potential of blockchain in health care is also recognized by the United Arab Emirates’ Ministry of Health and Prevention, which launched a blockchain system for recording and sharing health care data.

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Arm yourself with knowledge

One of the most interesting aspects of blockchain is that it requires no trust from users but delivers trustworthy transactional data. As a result, supply chains around the world are benefiting from a whole new level of transparency into the status and location of their goods.

As Ron Crabtree, CIRM, SCOR-P, explains: “The opportunities for logistics, transportation and distribution companies are truly endless, as the often painful process of making sure everything is done right throughout a value stream becomes much less stressful and error-prone. Indeed, many experts agree that blockchains are generating a less expensive, reliable way to know the status of a transaction.”

One way to ensure that you have the latest industry-leading skills and knowledge is by becoming Certified in Logistics, Transportation and Distribution (CLTD). This APICS designation will help you understand and maximize new supply chain technologies, trends and solutions. The CLTD program gives you everything you need to effectively demonstrate in-depth expertise of essential concepts in order to streamline operations, boost your organisation’s bottom line and set you apart from your peers.

According to APICS Asia Pacific facilitator Thomas Vandenbogaerde in an exclusive podcast interview with ASCI Lounge, how they compete and how they can keep their customers by being better in their distribution and wider supply chain.

Contact APICS Premier Channel Partner Australasian Supply Chain Institute for details on the CLTD certification today or visit our website or email enquiries@asci.org.au

 

Dominating the CSCP

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At the beginning of the year, I decided to pursue the APICS Certified Supply Chain Professional (CSCP) designation. In July, I sat for the exam and passed, which has led to my receiving countless questions about my journey. This article is intended to provide anyone considering earning this certification with all the lessons learned, tips and answers needed to be successful.

Preparation

There are two options for exam preparation: self-study or classroom courses. For me, self-study was the best method of learning and most cost effective. The self-study option includes three books, flashcards, online practice quizzes and exams, and access to the highly regarded APICS Dictionary.

APICS Premier Channel Partner, Australasian Supply Chain Institute, has a bundle deal! The total cost of all the online content and printed materials, week nightly two hour online sessions with a qualified APICS facilitator in Australia, an exam and an exam retake is $4,370 for ASCI PLUS members. The week nightly sessions commence in 23 September 2019. Don’t miss out!

Your own preparation method decision warrants more than just comparing prices. Honestly assess your levels of motivation and dedication to push yourself through 1,500 pages. The online classes will be your discipline! Be wise!

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The APICS CSCP Learning System

A connection of mine reached out to me on the ASCM discussion boards, asking if he could sneak through the exam without reading through the aforementioned material. My response: “There’s no need to sit for the exam without the APICS Learning System material. You failed.”

Honestly, unless you’re an industry titan, the chance of passing without the Learning System is razor thin.

The best way to utilize this system is to follow it sequentially. Assess yourself before you begin reading through the material by taking the pre-test. If you score above 30%, you’re doing better than I did. A low score should not discourage you, but motivate you!

Now that you know where you stand, read an entire module. Complete the end-of-section progress checks. After you’ve finished a module, return to the quizzes and take all of them. I cannot emphasize enough how important it is to avoid memorizing answers. The exam is strictly based on comparison between terms. Use these quizzes to both understand which answer is correct and comprehend why others are incorrect.

Finally, take the post-test and score above an 80% to earn your congratulatory letter.

Flash cards

Write flash cards by hand or in a word-processing program. Memorizing hundreds of key words may zap the enthusiasm out of us all, but writing them even just once helps with retention. Treat this as another type of homework, and it will pay off at exam time.

How long will it take?

Everyone has different levels of experience and learning ability, but a good rule of thumb is your CSCP journey will be a minimum of three months. I began mine in March and tested in July. Along the way, I highly recommend at least touching the material daily. Putting it off for a week and rushing to catch up puts unnecessary stress on you and hinders your ability to learn.

Exam format

The exam has 150 questions. Of those, 130 are operational and 20 are pre-test (not counted). You will have 3 ½ hours to finish. There will be two answers that fit and two that are clearly incorrect. Do you know what the difference between third- and fourth-party logistics? Can you quickly state the triple bottom line? How does a make-to-stock manufacturing organization respond when demand forecasting predicts increased demand due to economic growth?

The exam will question your knowledge of minor variations between two terms (3PL/4PL), if you clearly understand what makes up a term (TBL), and if you understand how one key word is changed by a variable.

Scoring

Scores range from 200-350:

  • Fail – 200-299
  • Pass – 300-350

The questions all carry a hidden weight based on difficulty. The three modules require about a 70% or higher to pass.

Parting tips

Put in the time. Read the books at least once, preferably twice. Write down all of the flashcards. Take the quizzes slowly to gain comprehension. On test day, go slowly and flag questions you simply have no idea how to answer. I flagged a question during my exam and proceeded on. Roughly 30 questions later, something triggered that gave me the answer to the one that had stumped me!

Hope this is helpful to all of you aspiring CSCP designees!

By Michael Nichols, CSCP

Challenges and Opportunities for ASCI as a Professional Accreditation Body

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In its quest towards Professionalising Supply Chain Management, any organisation that attempts to develop a formal professional accreditation scheme in this industry is typically challenged by the fact that Supply Chain Managers are often not on the workforce radar. Supply chain management is still not sufficiently recognised as one of the key components of the execution of corporate strategy and there is still a huge under representation on the executive level.

Supply Chain Managers face unique challenges such as the absence of clearly defined educational pathways that would result in recognised credentials; incomplete or lack of appropriate job descriptions; limited opportunities for Continuous Professional Development; and sometimes, very indistinct career paths.

The industry to date, does not have a Professional Accreditation Body that can work with industry to address these challenges in Supply Chain Management. ASCI has now fully established itself as the Professional Accreditation Body for the Supply Chain Industry.

The opportunities 

ASCI has developed a set of standards and a professional framework that will enhance the quality of the Supply Chain workforce. It will focus entirely on enhancing public trust and confidence in Supply Chain Managers, enable compliance with regulatory or legal requirements across the Supply Chain and enhance the status of Supply Chain Management as a career path.

Through its Ethics Management Program, it will guide the behaviour of Practitioners in the Supply Chain domain, especially when it comes to morally or ethically ambiguous activities.

ASCI, in collaboration with industry, will establish and standardise roles (and the associated knowledge, skills, and abilities) and pathways to better align supply and demand of Supply Chain Professionals and Practitioners, increase awareness of career paths, and facilitate recruitment and retention by employers.

ASCI has developed a Professional Accreditation Scheme that offers its members Professional Recognition of Competence towards Professional and Practitioner Registration.

To become registered or to join a professionalisation committee, please contact the ASCI National Office today at professionalisation@asci.org.au or visit our website: https://www.asci.org.au/professionalising-supply-chain-management

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Dr Pieter Nagel is Head of Professionalisation at Australasian Supply Chain Institute