detroit region transportation, distribution and logistics talent initiative

Transportation, Distribution

and Logistics Talent

December 1, 2011

– March 1, 2012 Developing a TDL Workforce Hub

Performance Report for Transportation, Distribution and Logistics to:

• New Economy Initiative for Southeast Michigan (NEI)

Greg Handel and Robert Troutman

Detroit Regional Chamber Foundation

One Woodward Avenue, Suite 1900

Detroit, Michigan 48232

Transportation, Distribution and Logistics Talent

Dec. 1, 2011 – March 1, 2012 1

Transportation, Distribution and

Logistics Talent

D E V E L O P I N G A T D L W O R K F O R C E H U B

Table of Contents

BACKGROUND...................................................................................................................... 2

GOAL .................................................................................................................................... 2

OBJECTIVES ......................................................................................................................... 3

ACHIEVEMENTS ................................................................................................................... 4

Objective 1 ................................................................................................................................................... 4

Recruit employer partners to a workforce advisory council. ................................................................... 4

Objective 2 ................................................................................................................................................... 5

Contract with workforce consultants to assist in development and implementation processes to gather

workforce/labor market information. ....................................................................................................... 5

Assist in facilitating a process for using the information to develop workforce solutions in the TDL industry. 5

Objective 3 ................................................................................................................................................... 5

Conduct additional analysis of current TDL workforce needs. ............................................................... 5

Objective 4 ................................................................................................................................................... 7

Benchmark the workforce development programs operated in other regions with strong TDL sectors.7

Benchmarking: Columbus, OH .................................................................................................................. 8

Benchmarking: Atlanta, GA ...................................................................................................................... 8

Objective 5 ................................................................................................................................................ 10

Benchmark existing education and training programs through program site visits and feedback from employers. ............................................................................................................................................................... 10

Objective 6 ................................................................................................................................................ 12

Identify gaps in TDL workforce needs and existing education and training available. ...................... 12

Objective 7 ................................................................................................................................................ 12

Develop a set of recommendations on TDL workforce development. ................................................. 12

Objective 8 ................................................................................................................................................ 13

Create a virtual TDL workforce hub, connecting workers, employers and training providers. ........... 13

CONCLUSION ..................................................................................................................... 14


Dec. 1, 2011 – March 1, 2012 2

BACKGROUND In 2007, the Detroit Regional Chamber embarked on a mission to leverage the Detroit region’s transportation assets for

business attraction and job creation. The importance and value of the region’s freight movements are crucial for the

national economy. Few areas in the country can match the number and variety of assets in this region. Our history in

manufacturing and logistics related to the automotive industry has given us access from the major international ports to

the heart of manufacturing and production in the United States. Translinked was introduced at the Detroit Regional

Chamber 2008 Mackinac Policy Conference and was made of the Chamber and its members to strategically plan our

future logistics and mobility resources. Translinked’s focus is to develop the Southeast Michigan, Northwest Ohio, and

Southwest Ontario region into a world-class and globally recognized transportation and logistics hub.

In June 2010, the Chamber received a grant from NEI to develop a workforce development program in the TDL sector.

The Chamber seeks to coordinate workforce development with economic development being undertaken through the

Translinked initiative. In August 2011, the Chamber requested a no-cost modification to the grant.

The goal of NEI is to increase prosperity and expand opportunities for all residents and communities in Southeast

Michigan. A key element in its efforts to achieve these goals is strategies that build on a sectorial approach to create

employment opportunities in Southeast Michigan. Major components in most all of these programs are:

1) improving coordination, information and research

2) convening workforce and employer leaders and

3) leveraging private and public funds.

TDL is one of NEI’s four identified sectors.

GOAL Develop a workforce development hub that connects employers, education and training providers, and economic

development agencies and workers, and provide a mechanism for employers to determine the direction of education and

training programs.


Dec. 1, 2011 – March 1, 2012 3

OBJECTIVES To ensure that employer needs drive workforce development for the TDL sector and to:

• Improve workforce development by implementing an employer-driven approach to training.

• Increase successful employee placement and retention.

• Reduce job loss within sectors.

• Support advancement of low-wage workers.

The grant objectives according to the August 2011 request for grant modification include:


Dec. 1, 2011 – March 1, 2012 4

ACHIEVEMENTS

Objective 1

Recruit employer partners to a workforce advisory council.

What has been accomplished to date: The Detroit Regional Chamber formed an active employer advisory council to

guide the grant work and serve as a vehicle for engaging employers in workforce solutions going forward. The advisory

committee includes members from transportation and logistics companies, as well as companies that manage their own

in-house logistics. The advisory committee met three times between August 2010 and January 2011. While we believe

this is a strong advisory group, we are interested in recruiting additional high-level members from the automotive

industry in particular to ensure we have employer representation from companies operating what are arguably the most

sophisticated supply chains in the world.

The Chamber’s economic development programs are finalizing committee structure and plan to move forward with

committees. The draft committee structure for economic development is below:

Major challenges: Awaiting development and approval of committee structure. In-depth interviews are being

conducted now with 35-50 employers. Some of these are potential recruits for the workforce group as we use the data

from the interviews to help craft a workforce solution.

What we have learned so far: Based on discussions with industry experts and successful TDL hubs in other regions,

we have learned that the Talent Committee of the Translinked initiative should concentrate on the following goals:

• Assess employer needs by surveying the private sector.


Dec. 1, 2011 – March 1, 2012 5

• Cultivate and leverage the region’s human capital in the supply chain and logistics industry.

• Connect employers, workers, educational institutions, and entrepreneurs to increase industry development.

• Create career awareness.

Expected completion date: December 2012

Objective 2

Contract with workforce consultants to assist in development and implementation processes to

gather workforce/labor market information.

Assist in facilitating a process for using the information to develop workforce solutions in the

TDL industry.

What has been accomplished to date: The Detroit Regional Chamber released an RFP in November 2011.

ManpowerGroup was selected to provide the desired services in November 2011. ManpowerGroup has completed 15

interviews with 17 more scheduled as of March 1, 2012.

Major challenges: No major challenges.

What we have learned so far: ManpowerGroup is conducting a thorough employer-needs analysis.

Expected completion date: The contract work is under way and ongoing.

Objective 3

Conduct additional analysis of current TDL workforce needs.

What has been accomplished to date: In addition to engaging the private sector for value proposition development,

Translinked began work to conduct an employer-needs assessment by soliciting TDL workforce input from company

human resources executives. An RFP for development of the TDL Workforce Hub was released in November 2011. The

Detroit Regional Chamber’s requested services included development and execution of an in-person interview process

that would include 35-50 top employers in the TDL sector, resulting in a report with recommendations that will facilitate

coordination and the exchange of information among TDL employers, TDL educators and training programs, and workers.

The report will include:

• Analysis of current and projected future workforce needs

• Information on hard-to-fill positions

• A description of current recruitment processes

• Identification of possible skill/training needs of the incumbent workforce

• Identification of best practices in recruitment and retention and possible development of career ladders within companies

• A summary of the gaps between demand and supply of labor in the TDL industry, including low, medium, and

high skill levels

The results of this research will be combined with the results of an ongoing regional TDL and supply chain management

training and educational program inventory Translinked is conducting, along with a preliminary survey of TDL employers

that Translinked administered in 2010.


Dec. 1, 2011 – March 1, 2012 6

The Detroit Regional Chamber selected ManpowerGroup to complete the TDL employer-needs assessment and make

recommendations for the creation of a virtual TDL Workforce Hub, a central resource connecting employers, training

organizations, employees, and entrepreneurs through a talent portal. This work will occur in coordination with the

Workforce Intelligence Network (WIN), an NEI and MEDC-funded multi-county talent initiative in Southeast Michigan.

Work on the needs assessment is under way.

The employer workforce needs survey results will be supplemented with an analysis of labor market data for trends, and

identification and recording of employer best practices with respect to workforce recruitment, training and retention.

Major challenges: None at this time.

What we have learned so far: ManpowerGroup’s preliminary update includes the following trends.

General hiring trends:

• Overall employment numbers have been either flat or slightly decreasing over the past 1-3 years.

• Some companies have experienced a slight increase in hiring over the past 1-3 years (reasons include staffing a

new call center and the recent uptick in the automobile industry).

• Most companies are reporting a positive outlook over the next 1-2 years with expected increased hiring.

• Companies predict positive, modest gains over the next 2 years.

• Companies have an interest in recruiting Veterans (programs, outreach efforts, affinity groups) and retirees.

Recruitment practice trends:

• Some positions rely mostly on relationships with unions (skilled trades such as carpentry, electrical, drivers,

etc.).

• Other positions rely heavily on digital channels (LinkedIn, CareerBuilder, Monster, etc.).

• Many companies focus on internal networking and hiring and promoting from within, when possible.

• All companies interviewed thus far have active college recruiting strategies, including campus visits, guest

lectures, mentoring, presence at job fairs, etc.

• Few schools offer vehicle maintenance management programs.

• Some companies have active pipelining of candidates.

• Key leaders within many organizations have relationships with deans at appropriate and relevant schools.

• Some companies are reviewing and revamping their on-boarding and training programs.

Skillsets and ongoing development trends:

• Companies have jobs to fill but report difficulty finding candidates that both want to do and are qualified for the

work.

• Engineering positions seem to be particularly difficult to fill and retain for many organizations due to unrealistic

expectations, lack of well-rounded experience, mobility issues, etc.

• There is an overall lack of interviewing, writing and presentation skills from recent high school and college

graduates. Companies have to add resources to develop these basic skills.

• All companies have internal development and incentive programs to attract, retain and develop their employees,

like management/leadership training programs, tuition reimbursement, etc.

• Companies are seeing some gaps from candidates coming out of driving schools in terms of new technologies

around driving, DataColumns, RF scans, etc.


Dec. 1, 2011 – March 1, 2012 7

• Drivers need two years materials hauling experience.

• Technical programs in schools are generally good but don’t focus enough on business skills, like P&L

management, basic accounting, and customer service.

• Candidates need to present themselves better in order for companies to consider them long-term.

• Difficult positions to fill include welding in engineering, marketing in certain areas, and engineers in emerging

technologies like remote connections.

• Companies are looking for people with some experience, which makes it more difficult to find suitable

candidates.

Challenges and opportunities:

• All companies reported the need for better expectation-setting and career advice at the high school and college

levels, partly due to the lack of real-world business experience within the career office.

• Companies believe there is a lack of vocational training to better prepare candidates for jobs.

• Students are not aware of all job opportunities available in fields where they may have strengths; not every

student needs a four-year degree in order to earn a competitive wage.

• We should consider possible opportunities to develop additional soft skills around conflict management, writing

skills, leadership and others. Good technical people don’t necessarily translate into good leaders.

• There is growing competition amongst employers for technical positions (e.g. technology, engineering, and

others).

• More students need to go into math and science-related career paths.

• Students from technical schools have a hard time passing drug tests (15-20% failure rate).

• Companies are having trouble finding drivers with two years of experience who are also interested in the work

available based on shifts and locations.

• Pennsylvania, Texas and Oklahoma are offering state-funded programs to address the driver shortage. Drivers

go to that state for certification, and recently-graduated drivers are hired for short-term assignments.

• Hard-to-fill positions exist in some locations where demographics are lacking. Candidates have an advantage if

they are willing to relocate.

Expected completion date: The work is under way and ongoing. ManpowerGroup expects the surveys to be complete

by April 1, 2012.

Objective 4

Benchmark the workforce development programs operated in other regions with strong TDL

sectors.

What has been accomplished to date: The Detroit Regional Chamber has continued research into other regions’ TDL

workforce programs, including interviews with key contacts. We have conducted site visits to other regions with similar

TDL sectors, including Columbus and Atlanta.

Major challenges: Making the right contacts and scheduling meetings has been the most difficult part. Overall we

have had no major challenges. Contacts at regions we have visited have consistently been generous and

accommodating.

What we have learned so far: Our visits to Columbus and Atlanta have resulted in new relationships and an exchange

of relevant information.


Dec. 1, 2011 – March 1, 2012 8

Benchmarking: Columbus, OH

In Jan. 2012, we visited Columbus, where we met with the

Columbus Chamber of Commerce and Columbus State

University. We learned about the Columbus Logistics

Council, which is an arm of the Columbus Chamber, and the

structure of their committees. The Workforce Development

committee ensures coordination among employers, training programs, and the workforce. Notably, there is no

comprehensive workforce “hub,” but we learned about an effective program at the community college level. Columbus

State Community College (CSCC) has been awarded a three-year grant from the Department of Labor for $4.6 million. The

program is called LogisticsART (Attracting and Retaining Talent). Early on, employers were polled related to their labor

needs. Companies were finding it challenging to attract individuals with basic soft skills, such as computer literacy and

customer service. They also encountered problems with drug screenings and individuals possessing criminal

backgrounds. To address these needs, CSCC created a three-week career certificate with modules that include a job loss

workshop, computers I and II, customer service, job readiness, CLA (Certified Logistics Associate), social media, technical

training, and one day of on-the-job training. The program, in its pilot stage, served 1500, trained 1080, and placed 800

residents in jobs. The highest demand from employers is for entry to mid-level positions. The LogisticsART program

fulfills that need. The LogisticsART program provides transferable credits to the CSCC Supply Chain Management

associate degree, which also has an articulation with Ohio State University.

Benchmarking: Atlanta, GA

In February 2012, we visited Atlanta, where we attended the Georgia Logistics

Summit and MODEX trade show. We met with representatives from the Georgia

Institute of Technology, the Metro Atlanta Chamber of Commerce, and Atlanta

Technical College, a community college with a supply chain program. We learned

that there is no coordinated system that links employers and education/training

providers with job seekers and incumbent workers. The size of the supply chain industry in the Atlanta metro area is

large and employers are well-connected on their own. Most community colleges offer an associate degree program in

the supply chain area. The CSCMP (Council of Supply Chain Management Professionals) chapter in Atlanta is one of the

largest in the country. Skill gaps do exist, according to employers. Most education providers use the competency chart

provided by the Manufacturing Skill Standards Council (MSSC) below:


Dec. 1, 2011 – March 1, 2012 9

Transportation, Distribution and Logistics Competency Model

Challenges that Atlanta faces in terms of filling employer needs include higher-level jobs like contract logistics sales at

UPS. Community colleges and universities often have no articulation agreements in supply chain management. There is

also a huge need for CDL truck drivers, which is common nationwide. We also learned that trucking companies are now

supplying the training for the community colleges at trucking companies for candidates.

Expected completion date: Benchmarking other regions is ongoing and will continue with a visit to Kansas City to

discuss their TDL economic and workforce development structure.


Dec. 1, 2011 – March 1, 2012 10

Objective 5

Benchmark existing education and training programs through program site visits and feedback

from employers.

What has been accomplished to date: The Detroit Regional Chamber began the process of making site visits to

education and training programs in the transportation and logistics field. The purpose of the visits is to gain a more

complete understanding of what kind of education and training is available around the region and the state as well as to

build relationships with the people running the programs. Visits were completed to the following educational

institutions:

University of Michigan Flint

Mott Community College

Baker College Flint

St. Clair County Community College

Michigan State University

University of Michigan Ann Arbor - Tauber Institute

Eastern Michigan University


Dec. 1, 2011 – March 1, 2012 11

Wayne State University

Michigan Institute of Aviation and Technology

Western Michigan University

Major challenges: A major gap is the lack of community college level programming in the TDL field and the lack of

articulation agreements with universities. The programs that do exist suffer from poor marketing on the K-12 level and

low awareness among students.

What we have learned so far: Most universities that we have visited offer at least an undergraduate program in

supply chain, sometimes housed in the school of business and sometimes in engineering. Many universities also offer

strong graduate programming at Master’s and Ph.D. levels. We learned that often students do not find out about TDL

programming until they enter the general business or engineering curriculum early in college. All the universities have

excellent relationships with the business community and most frequently have their own advisory councils who

contribute regularly to the curriculum. Companies and universities work together on things like job fairs, guest speaking

opportunities, internship programs, and student projects to increase real-world experience and further prepare students

for a career in supply chain. We did learn of some schools that have articulation agreements, particularly Wayne State

University and Macomb Community College, University of Michigan Flint and Mott Community College, and Western

Michigan University and Kalamazoo Community College. TDL programs are gaining in popularity among students and are

growing at every school we talked to. Nearly 100% of graduates are placed into jobs, which adds to popularity once

students learn of the field of supply chain. Most undergrad programs average 200-300 enrollees currently.

From our interviews with railroad companies, we have learned that much of the workforce is aging and soon eligible for

retirement. Our region is somewhat lacking in programming for railroad employees, and the companies are in need of a

new wave of workers. One training program in the region that does offer a railroad-related curriculum is Michigan

Institute of Aviation and Technology (MIAT), which offers a global logistics and dispatch diploma program. This program

is relatively high-cost. Companies are willing to hire candidates with a certificate for positions that do not require

degrees. Employers make it clear that soft skills are mandatory and more training is needed around soft skills. If a

candidate possesses the necessary soft skills, employers are willing to provide further training.

The Detroit Regional Chamber is also working to assist Wayne County Community College and training providers like

Focus Hope begin to work on new curriculum as it relates to TDL, especially rail. The LogisticsART model from Columbus

State Community College serves as a model for this region.

Expected completion date: Visits to training programs, colleges and universities are still under way. We have plans to

visit all training programs in the state of Michigan. All visits will be complete by December 2012.


Dec. 1, 2011 – March 1, 2012 12

Objective 6

Identify gaps in TDL workforce needs and existing education and training available.

What has been accomplished to date: The Detroit Regional Chamber staff plans to continue to work with employers

to determine key growth occupations, critical skills sets and skill gaps to address. The ManpowerGroup findings will

assist us with this work. Best practices in creating career ladders within the TDL industry will be part of the Chamber’s

partnership with ManpowerGroup and the entire Translinked initiative as well.


What we have learned so far: Education and training provider site visits, benchmarking the TDL workforce strategies

in other regions, and the ManpowerGroup employer-needs assessment all contribute to this objective on an ongoing

basis. As work in the other objectives is complete, we will be able to identify gapes in TDL workforce needs and existing

education and training available.

Expected completion date: December 2012.

Objective 7

Develop a set of recommendations on TDL workforce development.

What has been accomplished to date: The Detroit Regional Chamber is developing a set of recommendations on TDL

workforce development based on:

• Results of employer surveys/interviews

• Visits to local education/training providers

• Visits to other regions

The employer surveys and interviews are currently under way through the work of the ManpowerGroup. Visits to

education and training providers are in process, as well as visits to other regions.




basis. As work in the other objectives is complete, we will be able to develop a set of recommendations on TDL

workforce development.



Dec. 1, 2011 – March 1, 2012 13

Objective 8

Create a virtual TDL workforce hub, connecting workers, employers and training providers.

What has been accomplished to date: The Detroit Regional Chamber continues plans to implement a virtual hub for

TDL workforce to connect employers, education/training programs and workers, as illustrated in the diagrams below:


Dec. 1, 2011 – March 1, 2012 14

The functionality would be partially determined by information collected from employers, education/training providers,

workers, and in the previously mentioned fact-finding processes. We expect that it will integrate with the Workforce

Intelligence Network and Translinked. It is expected to include:

For workers

• Information on careers in TDL

• Links/information on specific job opportunities

• Links/information on education/training that will prepare them for those opportunities

For employers

• Links to workers looking for TDL employment

• Link to college internships

• Links to education/training providers who can refer candidates

• Easy access to training providers who can train incumbent workers

• Possible seminars/education programs on workforce trends, training and TDL technology that would require

training

• Information/training on best practices in workforce development and retention

For education/training providers

• Increased/more timely information on employer workforce and training needs

• Increased employer demand for incumbent worker training through the organization and marketing of training to the employer community

• Information on development of curriculum related to TDL workforce

For all stakeholders

• Opportunity to identify “gaps” in the TDL workforce

• Opportunity to develop collaborative strategies to address specific workforce needs

• Alignment of workforce development with the economic development driven by the Translinked initiative Major challenges: None at this time.



basis. As work in the other objectives is complete, we will be able to create a virtual TDL workforce hub, connecting

workers, employers and training providers.


CONCLUSION The workforce development agency of the state of Michigan, a department in the Michigan Economic Development

Corporation (MEDC), has identified five major industry clusters in Michigan to focus on in order to increase productivity,

drive innovation and stimulate new business. The identified clusters are illustrated below:


Dec. 1, 2011 – March 1, 2012 15

Targeted Industry Clusters

It is important to note that even though TDL is not identified as a target cluster, each of these clusters highly

incorporates supply chain and TDL. This is a reminder of why this work is critical to the region’s economy and the

development of Southeast Michigan, Northwest Ohio and Southwest Ontario as a supply chain hub.

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