|
Checking out the new PMAC program:
C.P.P. holder attends preview workshop
Karen Wong
Earlier this year, I heard PMAC had announced a new C.P.P. program. Having obtained my C.P.P. in 2003, I wondered what changes PMAC proposed. Like most members, whenever new or revised accreditation programs are announced, we wonder 'what's in it for me?'
Intrigued with the prospect of changes, I took part in the BC Institute's PMAC workshop to preview and critique the new C.P.P program, now called the Strategic Supply Chain Management Leadership Program.
During the workshop, I learned the program offers up-to-date training on current strategic management models and best practices. Attendees will also participate in interactive workshops offered by supply chain professionals. The content of the new program definitely seems to hit the mark, and it's also well-timed.
According to research on job requirements, "people skills" ranked first, followed by planning and analytical skills. The Strategic Human Resources Study of the Supply Chain Sector, released last year, reported a gap in educators and employers' interests and identified training and education as two of the five recommendations relating to sector governance.
Could the answer to this equation be found in the new Strategic Supply Chain Management Leadership Program? As a working-age professional with a Bachelor of Management and a C.P.P. designation, with less than ten years of experience, my verdict is—absolutely!
It's no secret Canada will see an unprecedented number of baby boomers retiring in the next 20 years. Research shows by 2025, more than 20 per cent of our population will be of retirement age. While these boomers are looking forward to "freedom 55," I'll be developing and acquiring professional skill sets in this candidate-driven market to fill gaps left by the mass exodus of an aging workforce.
Leadership
People skills are just the tip of the iceberg. There's an onus on purchasers to commit to continuous development and refinement of our leadership skills in order to become the leaders of tomorrow.
This begs the question, "is leadership innate or learned?" On that topic, the new PMAC program contains a thought-provoking interactive workshop held by Larry Berglund. He focuses on leadership and professional development, and suggests we should find our locus of control and objectively assess our own individual leadership style. According to the preview of the workshop, a leader requires the commitment and support of others in order to be effective.
The new Strategic Supply Chain Management Leadership Program offers eight modules, six interactive workshops, and a week of in-residence study, and also requires working experience and the successful completion of a final exam.
The BC Institute workshop provided a glimpse of the sessions and workshop content. I was quite impressed by the enthusiasm displayed by facilitators Andrew Gemino and Maureen O'Higgins. I revelled in the wealth of knowledge and experience of Gemino and O'Higgins and realized I have much to learn.
Andrew Cox's business case, "The Art of the Possible" is just that. Cox suggests working towards partnership is not necessarily a direction that everyone should follow. Developing sourcing relationships that are appropriate to the circumstance can be achieved at a buyer and supplier level. As a buyer, you'll appreciate the shift towards a strategic versus the traditional view of approach in an administrative or tactical function.
As much as I enjoyed reading about our US counterparts, I would like to have seen more emphasis on Canadian content. Surely, a plethora of examples could have been drawn from our country. The top 100 employers in Canada would be a good start. These employers must be doing something right. Aside from fine-tuning our leadership skills, supply chain managers are also faced with the challenge of employers' expectations. It appears there’s a misalignment of expectations between employers and educators. If you’re in the industry, you'll know that this holds true.
Aside from skewed perspectives on what supply chain managers actually do, the field is also facing a labour shortage. No doubt demand for skilled professionals will grow in the years to come.
Where there is demand, there is a need to supply. The timing couldn't have been better for PMAC to deliver a new program. At a glance, I'm confident the shift in strategic supply chain management will produce professionals that will meet the expectations of employers.
For those who already have their designation, it means we need to stay current and continue learning.
Karen Wong is a contract specialist in materials management with the City of Vancouver.
|
