SUPPLY CHAIN: BRANDING AND TALENT MANAGEMENT
Shreeni Rengarajan, Director of Supply Chain
Würth Industry North America
Institute of Supply Managers – Apr’19
© Würth Industry North America
• The Würth Group – Background (History, Business, Size & Organization)
• Würth Industry North America (WINA) – What we do and how we are organized
• Supply Chain Management : Branding
• Talent Management Cycle
• Feedback
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AGENDA
WÜRTH GROUP
WORLD MARKET LEADERin the trade with assembly and connecting materials
74,000 employees worldwide
Driving force of our success is DIRECT SELLINGEvery day, 33,000 sales representatives
visit 300,000 customers
Core product range comprises 125,000 products
EUR 13.6 bn. annual sales 2018 – 7.1% increase YOY
Over 400 legally independent companies
in more than 80 countries
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STRATEGIC BUSINESS UNITS WÜRTH GROUP
© Würth Industry North
America
SHARE OF SALES OF THE DIVISIONS 2017
THE WÜRTH GROUP: FIVE PRINCIPAL SUCCESS FACTORS
SALESAbout 60 % of all employees are in sales/1,700 branch offices
INTERNATIONALIZATIONMore than 80 countries
DECENTRALIZED STRUCTURE400+ fully operational independent companies
QUALITY
BRAND
WÜRTH INDUSTRY NORTH AMERICA (WINA) AT A GLANCE
• TRUSTED LEADER IN INVENTORY MANAGEMENT & INDUSTRIAL DISTRIBUTION
• EXCELS AS SUPPLY CHAIN SOLUTION PROVIDER AND PREMIER DISTRIBUTOR OF C-PARTS, FASTENERS, PRODUCTION CONSUMABLES, SAFETY EQUIPMENT, AND MORE.
A-stable outlook from Standard & Poor’s More than 2,200 employees Driving force of success is direct selling Core product range comprises of more than100,000 products
Annual sales 2017 were $816.6M 13 legally independent companies
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WÜRTH INDUSTRY NORTH AMERICA FOOTPRINT
80+ INVENTORY LOCATIONS ACROSS THE U.S., CANADA AND MEXICO
NEW DISTRIBUTION CENTERS
Minneapolis
Houston
Atlanta
Indianapolis
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SUPPORTING INDUSTRY LEADERS
© Würth Industry North
America
Supplier
Plan
CustomerCustomer’sCustomer
Suppliers’Supplier
Make DeliverSource DeliverMakeSourceDeliver SourceDeliver
Internal or External Internal or External
Source
PlanPlan
Return
Return Return
Enterprise
External Collaboration
Internal Collaboration
External Collaboration
Span of our Supply Chain Process
SUPPLY CHAIN PROCESS
SUPPLY CHAIN FRAMEWORK
HEALTHY & PROACTIVE SUPPLY CHAIN
ENTERPRISE STRATEGIC SOURCING
ENTERPRISE QUALITY
MANAGEMENT
ENTERPRISE INVENTORY
MANAGEMENT
ENTERPRISE LOGISTICS AND
FREIGHT
DATA, DOCUMENT MANAGEMENT AND GOVERNANCE
TECHNOLOGY PLATFORM
Collaboration Flexibility Confidence Transparency Control
FAST GO TO MARKET
OPERATING & PLANT LEVEL SUPPLY CHAIN FUNCTIONS
LEGAL & REGULATORY RISK MANAGEMENT METRICS AND REPORTING
Using PQLIR to enhance the customer experience while lowering total cost of acquisition
PQLIR: SALES/SUPPLY CHAIN
Where does the branding of your
supply chain fall in this spectrum
Afterthought Trusted Business PartnerCall when I have to
KEY STAKEHOLDER PERCEPTION
SUPPLY CHAIN INITIATIVE AND RISK MANAGEMENT
Always Reactive ProactiveHalf and Half
Oh no, what will I be blamed for next? Take Charge!Happy to help if I can
SUPPLY CHAIN MORALE
Standalone Decisions Listens to Voice of Customer and includesIncluding if necessary
COLLABORATION AND PARTNERSHIP
Ad hoc, Undocumented and Institutional Documented and Continuously Improving Documented as necessary
STRATEGIC PROCESSES
THE SPECTRUM: WHERE IS YOUR SUPPLY CHAIN BRAND
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TALENT MANAGEMENT CYCLE
HIRING• Education• Certification• Experience• Attitude• Professionalism• Cultural Fit
DEVELOPING• Training Programs• Mentoring Programs• Rotational Assignments• High Potential Programs• Networking
RETAINING• Recognition• Promotion• Leadership Roles• Challenging Projects• Motivating Assignments
PLANNING• Branding• Talent Pipeline• University Tie-up• Internship• Future outlook• Communication
Does your
company follow
Talent
Management
Cycle?
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PROFESSIONAL NETWORKING
How many of your Supply Chain
Professionals are actively NETWORKING
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EMERGING NEEDS
• Block-chain Technology
• Cyber Security of Supply Information Chain
• Internet-of-things (IoT) in Real-time Supply Chain Tracking
• Risk Management using Advanced Statistical Methods
• Smart-phone integration of day-to-day supply chain activities
• Autonomous Transportation for delivery fulfilment
• Real-time Network Simulation
• Environmental Sustainability & Carbon-negative Supply Chain
• App-based Economy specific needs Supply Chain Management
• Automation/Robotics in Warehouse and Distribution Management
• On-Demand Rapid 3D Printing
How many of your Supply Chain Professionals are
prepared for theseemerging needs?
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TALENT MANAGEMENT: CURRENT STATE, FUTURE STATE & ROADMAP
CURRENT STATE
• Lack of emphasis on talent management• Poor planning & Weak Pipeline• Preference to hire from with the Industry• No emphasis for Certifications
FUTURE STATE
• Supply Chain branded best in the organization• Creating Business Value through Talent• Robust pipeline of Talent• Take the organization to next step (Emerging needs)
ROAD MAP
• Plan : Hire : Develop : Retain (Talent Management Cycle)• Emphasis on Supply Chain Major (Education)• Hiring from outside the industry where Supply Chain has higher importance (Experience)• Emphasis on Continued Knowledge (Certifications)
Würth would like feedback on;
• SCM Branding strategies/tactics you have adopted within your enterprise
• Perceived value of your SCM function in the spectrum (Page 11)
• Talent Management strategies/tactics you have in your enterprise
• Proportion of your SCM employees who are certified
• How actively your SCM employees network within and outside
• How well prepared is your SCM function for the future
• Any other Best Practices you would like to share
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FEEDBACK DESIRED
THANK YOU
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