Art van Bodegraven was, among other roles, chief design officer for the DES Leadership Academy. He passed away on June 18, 2017. He will be greatly missed.
We have written often, and admiringly, about the explosion of supply chain education options in North America, as the profession takes root in the business mainstream. What was the near-exclusive province of a handful of universities in the '60s has grown like kudzu in Georgia and populates curricula in colleges, universities, community colleges, and for-profit training and education enterprises.
But all may not be champagne wishes and caviar dreams in the academic side of our house.
Recently, we received an impassioned rant from a less-than-delighted graduate. In sum, he was telling the world that a college education is a waste of time and money, undertaken solely to have a fighting chance at getting a job. Further, he felt—correctly—that an industrial engineering degree was not sufficient preparation for a career in supply chain management.
So, how do people wind up in this position? And how might they reduce the possibility of bitter disappointment?
Let's begin with the perhaps startling recognition that educational institutions are, while considerably different from pet food manufacturers, essentially businesses. Their mission includes putting enough butts in the seats to economically justify curriculum offerings. Not enough butts = shutting down programs. It's all about managing a portfolio of brands.
Just now, the hot brand is supply chain management, and there are significant marketplace needs for people with supply chain skills and educations. So, an institution must offer the brand. But realistically, some plan and execute better than others; some have challenging, but realistic, visions, and some have hallucinations and delusions.
How can a person figure out which offerings are: 1) for real, 2) right for personal objectives, and 3) good values?
Like anything else of long-term import, there's a process involved, with research, introspection, and analysis at its core. And, by the way, the process is as important to a 50-year-old in mid-career as it is to an 18-year-old freshman contemplating a major.
KEY CONSIDERATIONS
Let's deal with a few of the ABCs involved (although to be honest, there seem to be many more Cs than As and Bs). Disclosure: A comprehensive listing is probably impossible, but we can get the thought process started, at least. Some key considerations are as follows:
Advance Research – It is critical to fully investigate quality and "fit" issues well in advance of selecting a program and an institution. Looking back with regret is neither satisfying nor effective.
Assessments – As part of the initial research, use the magic of Google to identify leading supply chain programs and find out why they are recognized and highly regarded.
Career Objectives – The individual must understand what he or she wants to get out of the effort. Is it a job and a paycheck? Is it a launching pad for achieving professional excellence and recognition? Is it learning about how to solve problems, make change, drive enterprise performance, manage complex projects, and set out on a path of continuous improvement and growth? Is the world of analytics and research a comfortable landing place? Or is teaching the sought-after high calling?
Content – Does the curriculum include all elements of supply chain management (SCM) planning and operations? If not, why not? And how important is any omission to one's objectives?
Concept – Is the supply chain approached as a holistic and integrated progression toward ultimate customer success and competitive advantage? Or is it viewed as a collection of functions?
Context – Is supply chain performance presented as a key contributor to corporate (enterprise) performance, with major impacts on asset leverage, return on equity, profit margins, and cash flow? Or it is seen as a cost management tool with specific, but limited, roles in controlling procurement costs, transportation spend, and materials unit costs?
Concentration (or Balance) – Is one aspect of supply chain management, or operating function, emphasized, with other elements included as "by the way" content? Why? If so, how does that mesh with your career objectives?
Contention – Is supply chain management (or logistics) included as part of a broader curriculum (e.g., operations and supply chain management)? Does that dilute the quality and/or content of both elements? Is that important in the long term, as either a positive or a negative?
Confabulation – Is another curriculum passed off, either deliberately or through misguided hopes, as being "virtually the same as" or a "vital pre-requisite to" a supply chain-focused set of courses? (See the note regarding industrial engineering, above.)
Confusion – Could a similar curriculum sound like supply chain management and yet be something else entirely? For example, is a supply management program the same as SCM, or simply another name for sourcing and procurement? Does an SCM program that is premised on manufacturing techniques actually deal with the full range of modern supply chain management?
Currency – Does the program embrace and promote new and emerging concepts, or does it rest on last-century perspectives and definitions? Are you able to tell the difference?
Appellations – Is the program a logistics curriculum? Or a supply chain program? This can be a tricky area. Today, almost everyone has jumped on the supply chain bandwagon. So, the terminology might not have depth, even if it sounds right. The strong pioneering programs, most of which remain among the leaders today, have "logistics" in their names. This merely reflects that they began before "supply chain" terminology gained currency; they are frequently—even usually—full-fledged supply chain programs. In those cases, logistics versus supply chain is a difference without a distinction.
Control – Does the program report into another college or curriculum? For example, is SCM part of marketing, or the business school, or engineering? Can the program make independent decisions about program content, direction, and resource deployment?
Collaboration – Is curriculum content (and faculty) imported from other colleges and programs to create more robust offerings, e.g., engineering, finance, marketing - but under the control of and at the direction of the SCM program? Does the program invite selective participation from outside the academic ranks to add spice, currency, and street cred to its content?
Continuity – Are there several degree programs and options that stimulate and support progression from associate, bachelor's, master's, and doctoral levels? Do these programs look and feel like parts of a whole, or like random collections of content?
Continuation – Are there continuing education offerings that present current developments, "fill in the gaps" in earlier education, keep skills sharp, and engage attendees in coherent and cohesive lifelong learning? These might include workshops, seminars, webinars, online options, short courses, executive programs, and focused M.B.A. options.
Competence and Capability – What is the faculty profile? Is there a mix of generations? Are they graduates of recognized leading programs? Are there any high-profile practitioners who have joined the academic ranks? Do program leaders have Ph.D.s from mail order institutions? Do the academics also work with private sector clients in research and operations projects?
Community – Are professors, deans, TAs, and graduate students active in professional organizations? Do they take leadership roles? Are they engaged with local practitioners in regional and local development—professional and economic—efforts?
Compensation – What is the value proposition being offered? Can documentation regarding comparative earnings outcomes and placement rates be produced to permit a "bang for the buck" analysis?
A BIG JOB – TOO BIG?
Right, the processes and elements outlined are demanding and challenging. And we may have merely scratched the surface. But it seems to be a reasonable approach **ital{before} committing "x" years and "y" thousand dollars to preparation for a career. Ask yourself if a medical student might not be looking into the same kinds of issues before targeting a school and a practice specialty.
Worth it? You be the judge. And consider the potential economic and emotional costs of not doing it. At the best, this isn't about a working-for-wages vocational education choice; this is about getting on track to consummate professionalism and a lifetime of satisfying contribution to business and personal success.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.