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Guide to Logistics and Supply Chain Management In the field of logistics and supply chain management, there is a recognized need to transform its business models to enable businesses to accommodate and take advantage of today’s shifting consumer demands, our rapid technological developments and discoveries, and the increasing competition from local and unto a global market place. Because the internet has changes the way things are being done today, enterprises are not able to change the way inventory is managed, how orders are being placed to suppliers, and how critical information is communicated. In a supply chain management you have products of the right quality and quantity delivered at the right time and place because of the best measures, and if this is the case then manufacturers, procurers, suppliers, warehouse distributors, transportation and retailers should integrate spontaneous linkages so that the continuity is not disrupted or delayed. In logistics parlance, delay means cost and returns means greater cost. Taking this definition on the stakes that are involved while managing supply chain, managers are constantly confronted with the rapidly shifting cost of operation. There should always be updated in the matters of forecasting customer demands, global issues like geographic distances, cultural barriers, transportation systems and government regulations of another country, including information and collaboration with external partners.
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The other issues that supply chains face are external issues of attractive and retaining talents. The supply chain industry will need to fill about a little over a million new jobs between 2014 and 2018. These figures came from studies done by a logistics trade group. To think that these numbers of available positions is likely to inflate in the coming years as the baby boomer generation reaches retirement age and the need for workers with experience continues to rise.
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The breadth and depth of employment opportunities in the field of supply chain are unknown to many people. To think, supply chain talent are not restricted to any specific company or companies, to any industry or to a geographic location. Sadly those who will be the major players of future supply chains are not as yet working in this professions, or even if they are, they do not realize that it is possible to have a career transition to reach management levels. The way companies publish job descriptions can be the start of closing the gap on the sensitive issues of attracting and retaining talents in the industry. As a result, recruiters are taking a very narrow view of candidates. This persistent disconnection is contributing to tales of various misgiving while highly potential candidates are sitting on the sideline. Supply chain leadership talent takes years to develop because it is a kind of profession that is made up of many functional areas and discipline. You cannot find someone who is already well rounded at the start in an end to end experience.