Purpose

This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that executives can play in this process. This study uses the resource-based view (RBV) of the firm and theory of training motivation as theoretical background for the exploration. In addition to that, this paper provides meaningful information for executives aspiring to contribute to the development of supply chain management (SCM) talent including the primary drivers, benefits, barriers and bridges (Fawcett et al., 2008). Using this framework will lead to the development of a conceptual model to facilitate future research efforts.

Design/methodology/approach

This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent.

Findings

In all three case companies’ executive engagement was high and the executives acted as champions of the SC talent development program including designing and stewardship of the program. They also got personally involved in recruiting, training and mentoring. In alignment with the RBV of the firm, all three case companies were strongly driven by a need to improve the competitive advantage of their firm through the SC competencies and capabilities. This strategic directive is driven by the executive suite and typically involved a combination of goals including improving functional capability development, internal stakeholder relationships and growth in business value contributions. This leads to the need for attracting new talent, due to talent shortages and developing more future-proof capabilities of the SC talent. Talent that is future-proof can effectively handle the current scope of work and successfully implement changes that the SCM strategy aspires to. Hence, the executive ownership is very much driven by a strategic imperative to improve the knowledge, skills and abilities and critical realization of the importance of talent recruitment and development. This study also finds that there are very specific SCM drivers, benefits, barriers and bridges in play making it important for SCM executives and teams to engage and not rely on generic human resource (HR) processes and frameworks only.

Research limitations/implications

We found that in the three case companies’ executive engagement in talent development had a positive impact. We also identified specific roles of the executives such as, the benefit of engagement across multiple hierarchical layers of the organization and, the risk of programs being shorter lived when focused on a narrower talent issue. Our research focus contributes to the existing supply chain literature involving talent management. It also suggests actions for supply chain executives, for the educational provision of universities and multiple research opportunities.

Originality/value

There is no evidence of prior research in fields of HR management, talent development or SCM related to the impact of executive engagement in this process. This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent. Findings show the critical impact of personal and extended engagement of senior-level executives and their leadership teams, in SC talent development. This paper offers specific techniques and approaches, generates suggestions for further research, managerial action and university implications.

中文翻译：

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供应链管理人才：高管在参与、招聘、发展和保留方面的作用

目的

本文旨在通过关注公司内部开发供应链 (SC) 人才的努力来填补现有研究的空白，特别关注高管在此过程中可以发挥的作用。本研究以企业资源基础观（RBV）和培训动机理论为理论背景进行探索。除此之外，本文还为渴望为供应链管理 (SCM) 人才发展做出贡献的高管提供了有意义的信息，包括主要驱动因素、利益、障碍和桥梁（Fawcett等人，2008 年）。使用这个框架将导致概念模型的发展，以促进未来的研究工作。

设计/方法/方法

本文研究了三个案例公司，在这些公司中，高管积极参与 SC 人才的招聘、入职和持续发展。

发现

在所有三个案例中，公司的高管参与度都很高，高管们充当 SC 人才发展计划的拥护者，包括计划的设计和管理。他们还亲自参与了招聘、培训和指导工作。与公司的 RBV 保持一致，所有三个案例公司都强烈需要通过 SC 能力和能力提高其公司的竞争优势。该战略指令由执行套件驱动，通常涉及一系列目标，包括改进功能能力开发、内部利益相关者关系和业务价值贡献的增长。由于人才短缺和发展更多面向未来的 SC 人才能力，这导致需要吸引新人才。面向未来的人才可以有效地处理当前的工作范围并成功实施 SCM 战略所渴望的变革。因此，高管所有权很大程度上是由提高知识、技能和能力的战略需要以及对人才招聘和发展重要性的关键认识所驱动的。本研究还发现，有非常具体的 SCM 驱动因素、好处、障碍和桥梁在起作用，这使得 SCM 高管和团队参与而不是仅依赖通用人力资源 (HR) 流程和框架非常重要。技能和能力以及对人才招聘和发展重要性的批判性认识。本研究还发现，有非常具体的 SCM 驱动因素、好处、障碍和桥梁在起作用，这使得 SCM 高管和团队参与而不是仅依赖通用人力资源 (HR) 流程和框架非常重要。技能和能力以及对人才招聘和发展重要性的批判性认识。本研究还发现，有非常具体的 SCM 驱动因素、好处、障碍和桥梁在起作用，这使得 SCM 高管和团队参与而不是仅依赖通用人力资源 (HR) 流程和框架非常重要。

研究限制/影响

我们发现，在这三个案例中，公司高管对人才发展的参与产生了积极的影响。我们还确定了高管的具体角色，例如，跨组织多个层级参与的好处，以及当专注于较窄的人才问题时，项目周期较短的风险。我们的研究重点有助于现有的涉及人才管理的供应链文献。它还建议供应链高管采取行动，为大学提供教育和多种研究机会。

原创性/价值

没有证据表明人力资源管理、人才发展或供应链管理领域的先前研究与高管参与在此过程中的影响有关。本文研究了三个案例公司，在这些公司中，高管积极参与 SC 人才的招聘、入职和持续发展。调查结果显示了高级管理人员及其领导团队的个人和长期参与对 SC 人才发展的关键影响。本文提供了具体的技术和方法，为进一步研究、管理行动和大学影响提出了建议。