I Shot An Arrow Into The Air; It Fell To Earth I Know Not Where . . .

Please enjoy the thoughts and musings of our friend, supporter, and long-time contributor Art van Bodegraven Jr., who passed away on June 18, 2017. Art was a prolific writer and had amassed a collection of unpublished blog posts he had planned to run well into the future. To honor his memory, we will continue to post these remaining blogs as he had intended. If you’ve been a fan of The Art of Art blog, check out our tribute.

 

There appears to be a desperate scramble in the trade press to establish identities and stake out protected turf.  The niche publications seem to be in the process of expanding their scope to include the entirety of SCM; the wider broadband players may be narrowing their visions to focus on specific functionality, rather than the total SCM universe.

Thus, we see Inbound Logistics, which would seem to have a clear functional focus, doing a cover piece on six skills vital to supply chain professionals' success in its February issue.

Unfortunately, their aim appears to be pointed toward the wrong target.  It's as if William Tell's little boy missed the apple, and shot an arrow into Crazy Bill's eye, rendering him half-blind.  So, like a Swiss Oedipus, displaced in time and space, a sight-impaired visionary wanders the peaks and valleys of the Alps - and the moral instruction of our youth.

The "essential competencies" are not without merit, but, imho, should be in every SCM professional's tool kit.  What it takes to excel, and become a leader is another matter entirely.

Those crucial skills, essential to a supply chain or logistics career path are, according to IL (and paraphrased) and its guest panel:

Understand Processes - Having not only grounding, but, substantive experience in some nuts and bolts functional aplications provides critical context for other levels of understanding.  Take care to not over-specialize in one arcane area, but do get your hands dirty in (multiple) processes.

Use Everything In Your Tool Box - Today, seat of the pants decisions risk fire in the nether regions, like a hover board run amok, and a working knowledge of the array of tools available, both at high levels and within functions, is essential to effective operations - and being seen as a powerful reource withing the organization.

Know The Business - You don't have to possess an MBA degree, but being comportable and fluent in how businesses operate, what the governing business model for your organization is, what moves the economic performance needles, and knowing better than almost anyone where supply chain fits (and how its components integrate) are all vital in beginning to understand the mysterious language of business, Finance.

Adopt A Global Perspective - Stay abreast of what's happening where in the world.  Who's your emerging off-shore competitor?  What's the sustained availability of critical commodities, com[onents, and ingredients?  What are the special risks involveed in global relationships, and what is their likelihood?  Is learning a second or third language helpful to the ease of doing business?  Being comfortable and fluent in another culture?

Translating Theory Into Practice - Learning in an academic setting merely sets the table.  Preparing and serving the meal comes from actually working in the kitchen.  Real-world experience is: 1) prized by potential employers, and 2) better learning about practices, problems, solutions, and alternatives than can ever be acquired in the classroom.  It's a little like, "What does't kill you, makes you stronger."

Finally, "Soft Skills" - Some schools have deduced that things such as communications and social EQ are important to greasing the wheels of commerce, the working and interactions of supply chain management.  Bravo!  But, there's more to this than creating TED talks.  Communications and relationships, alone, are subjects that require endless training, and years of practice - no† just a mention, an afterthought, in a list largely created by academics..

btw, the interviewees and contributors to the article do not include voices from Michigan State or Ohio State, both wellsprings of supply chain thinking and practice - and the ultimate sources of top-flight educators that populate SCM programs.  Curious . . .

The real keys to a full and rewarding supply chain career lie in the development of a range of leadership behaviors, which is a complex and life-long process.  But, these are not addressed beyond brief mentions in the IL piece.

Frankly, the published list is what I would expect of any room temperature IQ and moderately aware person in my organization.  Any less than that indicates a zombie invasion.  Possessing those skills indicates a level of informed humanity.  Not having them is some level of red flag.

I've blogged and written fairly constantly about leadership, what it takes, how it looks, and how it affects personal development, as well as organizational performance.  Check 'em out at www.dcvelocity.com, the blogs and Basic Training columns.

And don't fall for magic lists and shortcuts as sure paths to success.  Especially those endorsed by organizations specializing in teaching them, and by publications that are looking to create content that fills available space.