Identifying critical skills for logistics professionals: Assessing skill importance, capability, and availability

Abstract

The purpose of this research is to identify critical skills needed in the logistics profession now and in the future. This study uses survey research, means tests, and importance analysis to explore a multi-factor framework that identifies critical supply chain skills perceived by 176 experienced supply chain professionals from manufacturing, transportation, and retail/wholesale segments. Results indicate significant differences exist between current and future needed skills, among current capabilities and current availability of skills, and among skill needs utilizing a multi-factor index. Identifying needed skills based on importance is common. Considering more factors than just importance offers a more thorough assessment that reduces potential oversights and inefficiencies that can occur if decision makers focus on one factor when planning key processes, such as recruiting, hiring, and training, in a talent management program.

Digitalization and its Impact on the Future Role of SCM Executives in Talent Management – An International Cross‐Industry Delphi Study

“…As an essential reason for the decisive influence of people, van Hoek et al (2002) emphasize the richness of the necessary capabilities to do the job properly, especially in the field of SCM. Accordingly, over the years a significant amount of research has explored the skills and competency requirements necessary for SCM talents (Gammelgaard and Larson 2001;Gibson and Cook 2001;Myers et al 2004;Mangan and Christopher 2005;Murphy and Poist 2006;Richey et al 2006;Derwik et al 2016;Goffnett et al 2016;Derwik and Hellstr€ om 2017;Makarius and Srinivasan 2017;Tatham et al 2017;Fl€ othmann et al 2018;Kotzab et al 2018).…”

“…In their study, they state that education and experience are not irrelevant but that social skills, decision-making skills, problem-solving skills, and time-management skills are more important (Myers et al 2004). In summary, Goffnett et al (2016) criticize the fact that the majority of these studies focus on the importance of individual skills. In their study, they therefore argue that it is essential to focus on more factors than just importance in order to avoid inefficiencies and possible oversights in TM programs (Goffnett et al 2016).…”

Quality Output, Workplace Environment, and Employee Retention: The Positive Influence of Emotionally Intelligent Supply Chain Managers

“…Research suggests that effectively managing human resources can become a source of competitive advantage that positively influences SC performance (Sheehan et al 2014; Goffnet et al, 2016). Logistics employees want to feel like they are more than just an input into a business operation.…”

“…Murphy and Poist (1991: 2007) provided a longitudinal perspective on the desired logisticians skill set. The surveys showed some unique differences generate over time, but Murphy and Poist (2007, p. 430) indicated “that the contemporary logistician should be a manager first, and logistician second.” Effective talent management is required to meet the objectives of L&SCM firms (Stank et al 2011; Goffnet et al 2016). As the current research reports, EI represents a complex skill set that L&SCM firms can develop in managers for the benefit of the supervisor, subordinates, and firm performance goals.…”

“…Context matters greatly in workplace decision making, learning, engagement, and productivity (Akhtar et al 2015; Van Knippenberg et al 2015; Arkan et al 2019). The nuances associated with L&SCM workplaces often create dynamic conditions with critical operational responses, heavy reliance on individual decisions and effort, and highly variable human responses (Ellinger et al 2010; Goffnett et al 2016). The current research assesses the value of EI toward managing the L&SCM workforce, to further our understanding of the value of EI as a necessary supervisory competency, and to expand the toolkit utilized by firms when evaluating and hiring L&SCM supervisors.…”