the beauty, the wonder and the awe of the supply chain · 2015. 12. 7. · the beauty, the wonder...
TRANSCRIPT
Today it could be said all supply chains are under
pressure from nearly
will supply chains implode, or will there be an
explosion of energy and innovation.
Over the years the
have a definition and scope that often cannot be
matched by most other functions.
Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
customer.
It is unassuming and often considered just a ‘cost’ of doing
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
not by its competitors as many assume and suggest but by its customers!
In this light
Partners
supply chain’s
Today it could be said all supply chains are under
pressure from nearly
will supply chains implode, or will there be an
explosion of energy and innovation.
Over the years the
have a definition and scope that often cannot be
matched by most other functions.
Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
customer.
It is unassuming and often considered just a ‘cost’ of doing
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
not by its competitors as many assume and suggest but by its customers!
In this light-hearted look at the modern day Supply Ch
Partners and
supply chain’s
Today it could be said all supply chains are under
pressure from nearly every front imaginable, so
will supply chains implode, or will there be an
explosion of energy and innovation.
Over the years the Supply Chain
have a definition and scope that often cannot be
matched by most other functions.
Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
It is unassuming and often considered just a ‘cost’ of doing
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
not by its competitors as many assume and suggest but by its customers!
hearted look at the modern day Supply Ch
and head of
supply chain’s unceasing ability to change.
Image used courtesy of
Today it could be said all supply chains are under
every front imaginable, so
will supply chains implode, or will there be an
explosion of energy and innovation.
Supply Chain has evolved to
have a definition and scope that often cannot be
matched by most other functions.
Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
It is unassuming and often considered just a ‘cost’ of doing
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
not by its competitors as many assume and suggest but by its customers!
hearted look at the modern day Supply Ch
ad of the Supply Chain Practice
unceasing ability to change.
Image used courtesy of
Today it could be said all supply chains are under
every front imaginable, so
will supply chains implode, or will there be an
explosion of energy and innovation.
has evolved to
have a definition and scope that often cannot be
Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
It is unassuming and often considered just a ‘cost’ of doing
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
not by its competitors as many assume and suggest but by its customers!
hearted look at the modern day Supply Ch
he Supply Chain Practice
unceasing ability to change.
Image used courtesy of Supply Chain Insights (www.supplychaininsights.com). This image was from their 2013 Supply Chain Insights Global Summit
Today it could be said all supply chains are under
every front imaginable, so
will supply chains implode, or will there be an
has evolved to
have a definition and scope that often cannot be
The term
all facets, sections and divisions of the company
that delivers the product (or service) to the
customer.
Basically this means the sourcing or “supply” of
materials (read procurement and purchasing) to
the transportation, manufacturing, logistics and
Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage Delivering Leadership Advantage
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
It is unassuming and often considered just a ‘cost’ of doing
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
not by its competitors as many assume and suggest but by its customers!
hearted look at the modern day Supply Ch
he Supply Chain Practice
unceasing ability to change.
Supply Chain Insights (www.supplychaininsights.com). This image was from their 2013 Supply Chain Insights Global Summit
The term Supply Chain
all facets, sections and divisions of the company
that delivers the product (or service) to the
customer.
Basically this means the sourcing or “supply” of
materials (read procurement and purchasing) to
the transportation, manufacturing, logistics and
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
It is unassuming and often considered just a ‘cost’ of doing service. Yet, without a good supply
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
not by its competitors as many assume and suggest but by its customers!
hearted look at the modern day Supply Chain Mark Oldfield
he Supply Chain Practice reveals the complexity
Supply Chain Insights (www.supplychaininsights.com). This image was from their 2013 Supply Chain Insights Global Summit
Supply Chain
all facets, sections and divisions of the company
that delivers the product (or service) to the
Basically this means the sourcing or “supply” of
materials (read procurement and purchasing) to
the transportation, manufacturing, logistics and
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
service. Yet, without a good supply
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
not by its competitors as many assume and suggest but by its customers!
Mark Oldfield
the complexity
Supply Chain Insights (www.supplychaininsights.com). This image was from their 2013 Supply Chain Insights Global Summit
Supply Chain has grown to encompass
all facets, sections and divisions of the company
that delivers the product (or service) to the
Basically this means the sourcing or “supply” of
materials (read procurement and purchasing) to
the transportation, manufacturing, logistics and
December
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
service. Yet, without a good supply
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
not by its competitors as many assume and suggest but by its customers!
Mark Oldfield, Partner with Camden
the complexity, vulnerability
Supply Chain Insights (www.supplychaininsights.com). This image was from their 2013 Supply Chain Insights Global Summit
www.supplychaininsightsglobalsummit.com)
has grown to encompass
all facets, sections and divisions of the company
that delivers the product (or service) to the
Basically this means the sourcing or “supply” of
materials (read procurement and purchasing) to
the transportation, manufacturing, logistics and
December 2015
The Beauty, the Wonder and the Awe of the Supply Chain
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
service. Yet, without a good supply
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
, Partner with Camden
vulnerability
Supply Chain Insights (www.supplychaininsights.com). This image was from their 2013 Supply Chain Insights Global Summit
www.supplychaininsightsglobalsummit.com)
has grown to encompass
all facets, sections and divisions of the company
that delivers the product (or service) to the
Basically this means the sourcing or “supply” of
materials (read procurement and purchasing) to
the transportation, manufacturing, logistics and
2015
The Supply Chain is a wonderful thing; it sits behind the efforts of all companies from the
smallest to the largest and attempts to make the company look great in the eyes of the
service. Yet, without a good supply
chain the whole purpose of a company can fall apart or it may just be pushed to the wayside,
, Partner with Camden
and
Supply Chain Insights (www.supplychaininsights.com). This image was from their 2013 Supply Chain Insights Global Summit
www.supplychaininsightsglobalsummit.com)
CAMDEN PARTNERS Delivering Leadership Advantage
storage then on through to distribution and
delivery to the customer.
Not forgetting customer service and con
management along with a few other supporting
functions which are all critical in facilitating a
Delivery In Full, On Time that is reliable,
repeatable and at the right cost/price (Difot©
.
But to do its job properly, Supply Chain also
works very
other department and fu
Marketing, Sales,
and Finance and so the
The latest trend is the buzz
meaning collaboration with suppliers,
and
collaboration.
But
changing and morphing and becoming more
complex than any other function
seen by the number of papers, articles and
initiatives promoting innovation, agility,
flexibility, velocity, responsiveness, resilienc
continuous improvement. T
linear, it is exponential.
terms and descriptions such as Total Quality
Management (TQM), Business Process Re
engineering (BPR), Six Sigma, Lean, Theory of
Constraints (TOC), Gamification,
Forecasting Supply Chains
MRP, Chain of Responsibility, Value C
Mapping and Cost to Serve, ERP, TMS, WMS,
CRM plus many, many more.
And, piled on top of these changes to improve
and get “better” are organisational, structural
and conceptual changes such as centralisation vs
CAMDEN PARTNERS Delivering Leadership Advantage
storage then on through to distribution and
delivery to the customer.
Not forgetting customer service and con
management along with a few other supporting
functions which are all critical in facilitating a
Delivery In Full, On Time that is reliable,
repeatable and at the right cost/price (Difot
But to do its job properly, Supply Chain also
works very closely (or should) with nearly every
other department and fu
Marketing, Sales,
and Finance and so the
The latest trend is the buzz
meaning collaboration with suppliers,
and (this may shock a few),
collaboration.
But (and it is a big but
changing and morphing and becoming more
complex than any other function
seen by the number of papers, articles and
initiatives promoting innovation, agility,
flexibility, velocity, responsiveness, resilienc
continuous improvement. T
linear, it is exponential.
terms and descriptions such as Total Quality
Management (TQM), Business Process Re
engineering (BPR), Six Sigma, Lean, Theory of
Constraints (TOC), Gamification,
Forecasting Supply Chains
MRP, Chain of Responsibility, Value C
apping and Cost to Serve, ERP, TMS, WMS,
CRM plus many, many more.
And, piled on top of these changes to improve
and get “better” are organisational, structural
and conceptual changes such as centralisation vs
CAMDEN PARTNERS Delivering Leadership Advantage
storage then on through to distribution and
delivery to the customer.
Not forgetting customer service and con
management along with a few other supporting
functions which are all critical in facilitating a
Delivery In Full, On Time that is reliable,
repeatable and at the right cost/price (Difot
But to do its job properly, Supply Chain also
closely (or should) with nearly every
other department and fu
Marketing, Sales, Quality
and Finance and so the list
The latest trend is the buzz
meaning collaboration with suppliers,
this may shock a few),
collaboration.
and it is a big but),
changing and morphing and becoming more
complex than any other function
seen by the number of papers, articles and
initiatives promoting innovation, agility,
flexibility, velocity, responsiveness, resilienc
continuous improvement. T
linear, it is exponential.
Today we have an
innumerable quantity
methodologies, principles
and systems used t
control and improve every
aspect and facet of the
supply chain.
terms and descriptions such as Total Quality
Management (TQM), Business Process Re
engineering (BPR), Six Sigma, Lean, Theory of
Constraints (TOC), Gamification,
Forecasting Supply Chains
MRP, Chain of Responsibility, Value C
apping and Cost to Serve, ERP, TMS, WMS,
CRM plus many, many more.
And, piled on top of these changes to improve
and get “better” are organisational, structural
and conceptual changes such as centralisation vs
CAMDEN PARTNERS Delivering Leadership Advantage
storage then on through to distribution and
delivery to the customer.
Not forgetting customer service and con
management along with a few other supporting
functions which are all critical in facilitating a
Delivery In Full, On Time that is reliable,
repeatable and at the right cost/price (Difot
But to do its job properly, Supply Chain also
closely (or should) with nearly every
other department and function including R&D,
uality Assurance, Accounts,
list goes on.
The latest trend is the buzz-word C
meaning collaboration with suppliers,
this may shock a few), cross
), the supply chain is also
changing and morphing and becoming more
complex than any other function. This is easily
seen by the number of papers, articles and
initiatives promoting innovation, agility,
flexibility, velocity, responsiveness, resilienc
continuous improvement. This change is not
Today we have an
innumerable quantity
methodologies, principles
and systems used t
control and improve every
aspect and facet of the
supply chain.
terms and descriptions such as Total Quality
Management (TQM), Business Process Re
engineering (BPR), Six Sigma, Lean, Theory of
Constraints (TOC), Gamification, Demand Driven
Forecasting Supply Chains Manufacturing
MRP, Chain of Responsibility, Value C
apping and Cost to Serve, ERP, TMS, WMS,
CRM plus many, many more.
And, piled on top of these changes to improve
and get “better” are organisational, structural
and conceptual changes such as centralisation vs
CAMDEN PARTNERS Delivering Leadership Advantage
storage then on through to distribution and
Not forgetting customer service and contract
management along with a few other supporting
functions which are all critical in facilitating a
Delivery In Full, On Time that is reliable,
repeatable and at the right cost/price (Difot-
But to do its job properly, Supply Chain also
closely (or should) with nearly every
nction including R&D,
ssurance, Accounts,
goes on.
ord Collaboration,
meaning collaboration with suppliers, customer
cross-functional
the supply chain is also
changing and morphing and becoming more
. This is easily
seen by the number of papers, articles and
initiatives promoting innovation, agility,
flexibility, velocity, responsiveness, resilienc
his change is not
Today we have an
innumerable quantity
methodologies, principles
and systems used t
control and improve every
aspect and facet of the
These include
terms and descriptions such as Total Quality
Management (TQM), Business Process Re
engineering (BPR), Six Sigma, Lean, Theory of
Demand Driven
Manufacturing and
MRP, Chain of Responsibility, Value Chain
apping and Cost to Serve, ERP, TMS, WMS,
And, piled on top of these changes to improve
and get “better” are organisational, structural
and conceptual changes such as centralisation vs
CAMDEN PARTNERS Delivering Leadership Advantage
storage then on through to distribution and
tract
management along with a few other supporting
functions which are all critical in facilitating a
Delivery In Full, On Time that is reliable,
R3)
But to do its job properly, Supply Chain also
closely (or should) with nearly every
nction including R&D,
ssurance, Accounts,
ollaboration,
customer
functional
the supply chain is also
changing and morphing and becoming more
. This is easily
seen by the number of papers, articles and
initiatives promoting innovation, agility,
flexibility, velocity, responsiveness, resilience,
his change is not
Today we have an
of
methodologies, principles
and systems used to
control and improve every
aspect and facet of the
These include
terms and descriptions such as Total Quality
Management (TQM), Business Process Re-
engineering (BPR), Six Sigma, Lean, Theory of
Demand Driven
and
hain
apping and Cost to Serve, ERP, TMS, WMS,
And, piled on top of these changes to improve
and get “better” are organisational, structural
and conceptual changes such as centralisation vs
decentralisation, Omni
In
mobile
shoring vs re
peer
As expected, over the last 50
equipment we use in our supply chains have also
been changing, but not just in an organic way
better, f
new inventions and initiatives for example
robotics, automated guided vehicles (AGVs), 3D
printing (additive manufacturing), driverless
vehicles and drones.
But as with anyt
the negative side. R
than just focusing on
improvements and moving
forward, there is also a need
to ensure we are not
dragged backwards or
downwards by foreseen and
unforeseen risks. These can
be physical, environmental, digital/cyber, social,
financial, quality, market
and not least, people.
As the world has become faster and smaller,
markets have become bigger and even faster
again, thus the effects of the risks are greater.
Even the smallest of small
enterprises (SMEs), who neither import
export are not only affected by the standard risks
for business, are still affected by global
competition.
We now have whole industries devoted to the
identification, avoidance and resolution of risks.
Many of those in these industries call themselve
consultancies or advisories. They cannot stop the
risk; their job is to make their clients aware of
the risk and advise of policies, procedures and
resources to mitigate the risk
affect.
More and more companies are now becoming
aware the
supply chain is now seen as a game
CAMDEN PARTNERS Delivering Leadership Advantage
decentralisation, Omni
In-sourcing vs
mobile-commerce vs b
shoring vs re
peer-to-peer and digitization.
As expected, over the last 50
equipment we use in our supply chains have also
been changing, but not just in an organic way
better, faster improved versions
new inventions and initiatives for example
robotics, automated guided vehicles (AGVs), 3D
printing (additive manufacturing), driverless
vehicles and drones.
But as with anyt
the negative side. R
than just focusing on
improvements and moving
forward, there is also a need
to ensure we are not
dragged backwards or
downwards by foreseen and
unforeseen risks. These can
be physical, environmental, digital/cyber, social,
financial, quality, market
and not least, people.
As the world has become faster and smaller,
markets have become bigger and even faster
again, thus the effects of the risks are greater.
Even the smallest of small
enterprises (SMEs), who neither import
export are not only affected by the standard risks
for business, are still affected by global
competition.
We now have whole industries devoted to the
identification, avoidance and resolution of risks.
Many of those in these industries call themselve
consultancies or advisories. They cannot stop the
risk; their job is to make their clients aware of
the risk and advise of policies, procedures and
resources to mitigate the risk
affect.
More and more companies are now becoming
aware their supply chain is not “just” a cost. The
supply chain is now seen as a game
CAMDEN PARTNERS Delivering Leadership Advantage
decentralisation, Omni
sourcing vs Out-sourcing, e
commerce vs b
shoring vs re-shoring vs off
peer and digitization.
As expected, over the last 50
equipment we use in our supply chains have also
been changing, but not just in an organic way
aster improved versions
new inventions and initiatives for example
robotics, automated guided vehicles (AGVs), 3D
printing (additive manufacturing), driverless
vehicles and drones.
But as with anything there is
the negative side. R
than just focusing on
improvements and moving
forward, there is also a need
to ensure we are not
dragged backwards or
downwards by foreseen and
unforeseen risks. These can
be physical, environmental, digital/cyber, social,
financial, quality, market
and not least, people.
As the world has become faster and smaller,
markets have become bigger and even faster
again, thus the effects of the risks are greater.
Even the smallest of small
enterprises (SMEs), who neither import
export are not only affected by the standard risks
for business, are still affected by global
competition.
We now have whole industries devoted to the
identification, avoidance and resolution of risks.
Many of those in these industries call themselve
consultancies or advisories. They cannot stop the
risk; their job is to make their clients aware of
the risk and advise of policies, procedures and
resources to mitigate the risk
More and more companies are now becoming
ir supply chain is not “just” a cost. The
supply chain is now seen as a game
CAMDEN PARTNERS Delivering Leadership Advantage
decentralisation, Omni-channel vs Multi
sourcing, e-
commerce vs bricks-&
shoring vs off-shoring, automation,
peer and digitization.
As expected, over the last 50 years the tools and
equipment we use in our supply chains have also
been changing, but not just in an organic way
aster improved versions –
new inventions and initiatives for example
robotics, automated guided vehicles (AGVs), 3D
printing (additive manufacturing), driverless
hing there is
the negative side. Rather
than just focusing on
improvements and moving
forward, there is also a need
to ensure we are not
dragged backwards or
downwards by foreseen and
unforeseen risks. These can
be physical, environmental, digital/cyber, social,
financial, quality, market or even government
As the world has become faster and smaller,
markets have become bigger and even faster
again, thus the effects of the risks are greater.
Even the smallest of small
enterprises (SMEs), who neither import
export are not only affected by the standard risks
for business, are still affected by global
We now have whole industries devoted to the
identification, avoidance and resolution of risks.
Many of those in these industries call themselve
consultancies or advisories. They cannot stop the
risk; their job is to make their clients aware of
the risk and advise of policies, procedures and
resources to mitigate the risk -
More and more companies are now becoming
ir supply chain is not “just” a cost. The
supply chain is now seen as a game
CAMDEN PARTNERS Delivering Leadership Advantage
channel vs Multi-channel,
-Commerce vs
&-mortar, on
shoring, automation,
years the tools and
equipment we use in our supply chains have also
been changing, but not just in an organic way
– but also with
new inventions and initiatives for example
robotics, automated guided vehicles (AGVs), 3D
printing (additive manufacturing), driverless
be physical, environmental, digital/cyber, social,
or even government
As the world has become faster and smaller,
markets have become bigger and even faster
again, thus the effects of the risks are greater.
Even the smallest of small-to-medium
enterprises (SMEs), who neither import
export are not only affected by the standard risks
for business, are still affected by global
We now have whole industries devoted to the
identification, avoidance and resolution of risks.
Many of those in these industries call themselve
consultancies or advisories. They cannot stop the
risk; their job is to make their clients aware of
the risk and advise of policies, procedures and
- or reduce its
More and more companies are now becoming
ir supply chain is not “just” a cost. The
supply chain is now seen as a game-changer, by
CAMDEN PARTNERS Delivering Leadership Advantage
channel,
Commerce vs
mortar, on-
shoring, automation,
years the tools and
equipment we use in our supply chains have also
been changing, but not just in an organic way –
but also with
new inventions and initiatives for example
robotics, automated guided vehicles (AGVs), 3D
printing (additive manufacturing), driverless
be physical, environmental, digital/cyber, social,
or even government
As the world has become faster and smaller,
markets have become bigger and even faster
again, thus the effects of the risks are greater.
medium
enterprises (SMEs), who neither import nor
export are not only affected by the standard risks
for business, are still affected by global
We now have whole industries devoted to the
identification, avoidance and resolution of risks.
Many of those in these industries call themselves
consultancies or advisories. They cannot stop the
risk; their job is to make their clients aware of
the risk and advise of policies, procedures and
or reduce its
More and more companies are now becoming
ir supply chain is not “just” a cost. The
changer, by
CAMDEN PARTNERS Delivering Leadership Advantage
placing the right resources into the supply chain,
good things can happen, such as reduced costs,
better service and always a favourite, customer
retention.
A good supply chain will help companies survive
the storms and customer trends; the best supply
chains will take them to the top, to su
The supply chains
grow will all be using the tools, methodologies
and practices that are in such abundance (and
still multiplying).
But tools, methods and practices are nothing if
not selected and used correctly and
they are needed
multitude of analogies as I am sure you have
many of your own)
strength of the supply chain shines;
The
supply chain, those who are engaged and excited
by the challenges, some will be specialists whilst
The
discussed
top 8 competencies
This
well as from
opposed to a silo contribution in an organisation.
Key takeaways
•
•
•
•
•
•
Kind Regards,Kind Regards,Kind Regards,Kind Regards,
Nicky ApostolasNicky ApostolasNicky ApostolasNicky Apostolas
Supply Chain ProfessionalSupply Chain ProfessionalSupply Chain ProfessionalSupply Chain Professional
T
CAMDEN PARTNERS Delivering Leadership Advantage
placing the right resources into the supply chain,
good things can happen, such as reduced costs,
better service and always a favourite, customer
retention.
A good supply chain will help companies survive
the storms and customer trends; the best supply
chains will take them to the top, to su
The supply chains
grow will all be using the tools, methodologies
and practices that are in such abundance (and
still multiplying).
But tools, methods and practices are nothing if
not selected and used correctly and
they are needed
multitude of analogies as I am sure you have
many of your own)
strength of the supply chain shines;
These are the
supply chain, those who are engaged and excited
by the challenges, some will be specialists whilst
The September issue of
discussed leadership qualities and
top 8 competencies
This provoked many responses from clients
well as from our
hank you for the newsletter, great read
world of supply chain;
opposed to a silo contribution in an organisation.
Key takeaways:
Collaborate
Co-ordinate
Facilitate
Diplomatic behaviours
Formal vs on the job learnings
senior management positions
Trend-transit
Kind Regards,Kind Regards,Kind Regards,Kind Regards,
Nicky ApostolasNicky ApostolasNicky ApostolasNicky Apostolas
Supply Chain ProfessionalSupply Chain ProfessionalSupply Chain ProfessionalSupply Chain Professional
T
CAMDEN PARTNERS Delivering Leadership Advantage
placing the right resources into the supply chain,
good things can happen, such as reduced costs,
better service and always a favourite, customer
A good supply chain will help companies survive
the storms and customer trends; the best supply
chains will take them to the top, to su
The supply chains helping companies survive and
grow will all be using the tools, methodologies
and practices that are in such abundance (and
still multiplying).
But tools, methods and practices are nothing if
not selected and used correctly and
they are needed (I will refrain from listing a
multitude of analogies as I am sure you have
many of your own), this is when the true
strength of the supply chain shines;
se are the people who think and work the
supply chain, those who are engaged and excited
by the challenges, some will be specialists whilst
September issue of
leadership qualities and
top 8 competencies needed
provoked many responses from clients
our local and global readers.
hank you for the newsletter, great read
world of supply chain; interactive, collaborative as
opposed to a silo contribution in an organisation.
:
Collaborate
ordinate
Diplomatic behaviours
Formal vs on the job learnings
senior management positions
transition of ERP, MRP to the Cloud
Nicky ApostolasNicky ApostolasNicky ApostolasNicky Apostolas
Supply Chain ProfessionalSupply Chain ProfessionalSupply Chain ProfessionalSupply Chain Professional
CAMDEN PARTNERS Delivering Leadership Advantage
placing the right resources into the supply chain,
good things can happen, such as reduced costs,
better service and always a favourite, customer
A good supply chain will help companies survive
the storms and customer trends; the best supply
chains will take them to the top, to su
helping companies survive and
grow will all be using the tools, methodologies
and practices that are in such abundance (and
But tools, methods and practices are nothing if
not selected and used correctly and
(I will refrain from listing a
multitude of analogies as I am sure you have
, this is when the true
strength of the supply chain shines;
people who think and work the
supply chain, those who are engaged and excited
by the challenges, some will be specialists whilst
September issue of Thought Supply
leadership qualities and presented the
needed to be
provoked many responses from clients
local and global readers.
hank you for the newsletter, great read
interactive, collaborative as
opposed to a silo contribution in an organisation.
Diplomatic behaviours
Formal vs on the job learnings- advancement to
senior management positions
ion of ERP, MRP to the Cloud
CAMDEN PARTNERS Delivering Leadership Advantage
placing the right resources into the supply chain,
good things can happen, such as reduced costs,
better service and always a favourite, customer
A good supply chain will help companies survive
the storms and customer trends; the best supply
chains will take them to the top, to succeed.
helping companies survive and
grow will all be using the tools, methodologies
and practices that are in such abundance (and
But tools, methods and practices are nothing if
not selected and used correctly and at the time
(I will refrain from listing a
multitude of analogies as I am sure you have
, this is when the true
strength of the supply chain shines; People.
people who think and work the
supply chain, those who are engaged and excited
by the challenges, some will be specialists whilst
Thought Supply
presented the
to be successful
provoked many responses from clients
local and global readers.
hank you for the newsletter, great read. In the
interactive, collaborative as
opposed to a silo contribution in an organisation.
advancement to
ion of ERP, MRP to the Cloud
CAMDEN PARTNERS Delivering Leadership Advantage
placing the right resources into the supply chain,
good things can happen, such as reduced costs,
better service and always a favourite, customer
A good supply chain will help companies survive
the storms and customer trends; the best supply
helping companies survive and
grow will all be using the tools, methodologies
and practices that are in such abundance (and
But tools, methods and practices are nothing if
at the time
(I will refrain from listing a
multitude of analogies as I am sure you have
, this is when the true
people who think and work the
supply chain, those who are engaged and excited
by the challenges, some will be specialists whilst
others, such as the leaders will be generalists
(albeit well versed in all aspects of the supply
chain).
stamina,
how it all works
A
great interpr
will be these people who will not only ensure the
success of the supply chain and ultimately the
company but will also help carry our societies
and culture
little to
Thought Supply
presented the
successful.
provoked many responses from clients as
interactive, collaborative as
advancement to
consistent.
Supply Chain is probably the last field a GM with Sales
background (which has been my experience) would
look into. The natural path a lot of managers are
taking when times get tough can be summed up as
follows:
Focus on Sales
When Sales are not growing and
try to get someone in the place t
not necessarily the right candidate,
It usually takes extra pressure (either sales are really
poor or outsiders like Head Offices) to show that
finding the right Supply Chain Managers to look after
a field that is in the end complex
what people with Sales/Marketing background would
naturally think
Supply Chain is an area that very few people really
understand simply because it’s probably one of the
M
CAMDEN PARTNERS Delivering Leadership Advantage
others, such as the leaders will be generalists
(albeit well versed in all aspects of the supply
chain).
stamina, agility, versatility and an
how it all works
As stated in an earlier issue, they must also be
great interpr
will be these people who will not only ensure the
success of the supply chain and ultimately the
company but will also help carry our societies
and culture
little too much?)
y experience with a few companies that were
very much sales focused has been extremely
consistent.
Supply Chain is probably the last field a GM with Sales
background (which has been my experience) would
look into. The natural path a lot of managers are
taking when times get tough can be summed up as
follows:
Focus on Sales
When Sales are not growing and
try to get someone in the place t
not necessarily the right candidate,
It usually takes extra pressure (either sales are really
poor or outsiders like Head Offices) to show that
finding the right Supply Chain Managers to look after
a field that is in the end complex
what people with Sales/Marketing background would
naturally think
Supply Chain is an area that very few people really
understand simply because it’s probably one of the
M
THE ONLY P
As executive search
professionals,
Camden Partners
find the leaders and
critical talent fitting
these profiles
CAMDEN PARTNERS Delivering Leadership Advantage
others, such as the leaders will be generalists
(albeit well versed in all aspects of the supply
W
innovators and others
pragmatists all will be
professionals.
Working and excelling
within the supply chain is
not for the faint of heart.
It requires those with
agility, versatility and an
how it all works (and possibly may not).
s stated in an earlier issue, they must also be
great interpreters, negotiators and diplomat
will be these people who will not only ensure the
success of the supply chain and ultimately the
company but will also help carry our societies
and cultures into their next grand iteration (
o much?)
y experience with a few companies that were
very much sales focused has been extremely
Supply Chain is probably the last field a GM with Sales
background (which has been my experience) would
look into. The natural path a lot of managers are
taking when times get tough can be summed up as
Focus on Sales
When Sales are not growing and
try to get someone in the place t
not necessarily the right candidate,
It usually takes extra pressure (either sales are really
poor or outsiders like Head Offices) to show that
finding the right Supply Chain Managers to look after
a field that is in the end complex
what people with Sales/Marketing background would
naturally think – is the way to go.
Supply Chain is an area that very few people really
understand simply because it’s probably one of the
PROMO
As executive search
professionals,
Camden Partners
find the leaders and
critical talent fitting
these profiles
CAMDEN PARTNERS Delivering Leadership Advantage
others, such as the leaders will be generalists
(albeit well versed in all aspects of the supply
While some may be
innovators and others
pragmatists all will be
professionals.
Working and excelling
within the supply chain is
not for the faint of heart.
It requires those with
agility, versatility and an
(and possibly may not).
s stated in an earlier issue, they must also be
eters, negotiators and diplomat
will be these people who will not only ensure the
success of the supply chain and ultimately the
company but will also help carry our societies
s into their next grand iteration (
y experience with a few companies that were
very much sales focused has been extremely
Supply Chain is probably the last field a GM with Sales
background (which has been my experience) would
look into. The natural path a lot of managers are
taking when times get tough can be summed up as
When Sales are not growing and it’s
try to get someone in the place to run Supply Chain,
not necessarily the right candidate,
It usually takes extra pressure (either sales are really
poor or outsiders like Head Offices) to show that
finding the right Supply Chain Managers to look after
a field that is in the end complex -
what people with Sales/Marketing background would
is the way to go.
Supply Chain is an area that very few people really
understand simply because it’s probably one of the
CAMDEN PARTNERS Delivering Leadership Advantage
others, such as the leaders will be generalists
(albeit well versed in all aspects of the supply
hile some may be
innovators and others
pragmatists all will be
professionals.
Working and excelling
within the supply chain is
not for the faint of heart.
It requires those with
agility, versatility and an intuition into
(and possibly may not).
s stated in an earlier issue, they must also be
eters, negotiators and diplomat
will be these people who will not only ensure the
success of the supply chain and ultimately the
company but will also help carry our societies
s into their next grand iteration (
y experience with a few companies that were
very much sales focused has been extremely
Supply Chain is probably the last field a GM with Sales
background (which has been my experience) would
look into. The natural path a lot of managers are
taking when times get tough can be summed up as
it’s time for action
o run Supply Chain,
It usually takes extra pressure (either sales are really
poor or outsiders like Head Offices) to show that
finding the right Supply Chain Managers to look after
a lot more than
what people with Sales/Marketing background would
Supply Chain is an area that very few people really
understand simply because it’s probably one of the
CAMDEN PARTNERS Delivering Leadership Advantage
others, such as the leaders will be generalists
(albeit well versed in all aspects of the supply
hile some may be
innovators and others
pragmatists all will be
Working and excelling
within the supply chain is
not for the faint of heart.
It requires those with
intuition into
s stated in an earlier issue, they must also be
eters, negotiators and diplomats. It
will be these people who will not only ensure the
success of the supply chain and ultimately the
company but will also help carry our societies
s into their next grand iteration (a
y experience with a few companies that were
very much sales focused has been extremely
Supply Chain is probably the last field a GM with Sales
background (which has been my experience) would
look into. The natural path a lot of managers are
taking when times get tough can be summed up as
time for action
o run Supply Chain,
It usually takes extra pressure (either sales are really
poor or outsiders like Head Offices) to show that
finding the right Supply Chain Managers to look after
a lot more than
what people with Sales/Marketing background would
Supply Chain is an area that very few people really
understand simply because it’s probably one of the
CAMDEN PARTNERS Delivering Leadership Advantage
only areas in a company that require to have
inte
Sales can focus on developing the business regardless
of the other departments. The only one where it’s
wise to consult is Marketing. But what really matters
is the relationship with customers or prospects,
Marketing c
some dealings with Sales,
Finance generally focuses on its area with little
involvement with other departments,
Supply Chain on the other hand needs…
-
-
-
-
For this very reason the pace at which Supply Chain
can move tends to be slower than any other fields as
it involves so many different parties.
This is reality and very few people outside
Chain can comprehend this. Fulfilling
is a challenging task at times
Guillaume Duchateau Guillaume Duchateau Guillaume Duchateau Guillaume Duchateau
Supply Chain Manager Supply Chain Manager Supply Chain Manager Supply Chain Manager
be debated for an eternity without gaining consensus)
I see Process Re/Engineering as a key competency.
This is necessary to support both a lean and agile
culture (a
I particularly liked the cartoon “Are you a Quality
Option”. While a university education will teach you
how to do the same things, starting work on the
ground floor (process worker, driver, analyst etc..) will
prov
do things differently.
W
CAMDEN PARTNERS Delivering Leadership Advantage
only areas in a company that require to have
interactions with everyone else.
Sales can focus on developing the business regardless
of the other departments. The only one where it’s
wise to consult is Marketing. But what really matters
is the relationship with customers or prospects,
Marketing can focus on new campaigns and have
some dealings with Sales,
Finance generally focuses on its area with little
involvement with other departments,
Supply Chain on the other hand needs…
Sales/Marketing inputs to work on forecasts,
Finance inputs to
stock value must be in line with budget,
Extensive interactions with external parties (3PL,
freight forwarders, customers, governmental
organisations
direction,
General Management support
For this very reason the pace at which Supply Chain
can move tends to be slower than any other fields as
it involves so many different parties.
This is reality and very few people outside
Chain can comprehend this. Fulfilling
is a challenging task at times
Guillaume Duchateau Guillaume Duchateau Guillaume Duchateau Guillaume Duchateau
Supply Chain Manager Supply Chain Manager Supply Chain Manager Supply Chain Manager
hile I’m not sure I agree with the 8 key
competencies (it’s the kind of thing that could
be debated for an eternity without gaining consensus)
I see Process Re/Engineering as a key competency.
This is necessary to support both a lean and agile
culture (as discussed in a previous newsletter).
I particularly liked the cartoon “Are you a Quality
Option”. While a university education will teach you
how to do the same things, starting work on the
ground floor (process worker, driver, analyst etc..) will
provide the experience to understand how you might
do things differently.
W
CAMDEN PARTNERS Delivering Leadership Advantage
only areas in a company that require to have
ractions with everyone else.
Sales can focus on developing the business regardless
of the other departments. The only one where it’s
wise to consult is Marketing. But what really matters
is the relationship with customers or prospects,
an focus on new campaigns and have
some dealings with Sales,
Finance generally focuses on its area with little
involvement with other departments,
Supply Chain on the other hand needs…
Sales/Marketing inputs to work on forecasts,
Finance inputs to control demand planning as the
stock value must be in line with budget,
Extensive interactions with external parties (3PL,
freight forwarders, customers, governmental
organisations etc.…) to drive the boat in the right
General Management support
For this very reason the pace at which Supply Chain
can move tends to be slower than any other fields as
it involves so many different parties.
This is reality and very few people outside
Chain can comprehend this. Fulfilling
is a challenging task at times
Guillaume Duchateau Guillaume Duchateau Guillaume Duchateau Guillaume Duchateau
Supply Chain Manager Supply Chain Manager Supply Chain Manager Supply Chain Manager
hile I’m not sure I agree with the 8 key
competencies (it’s the kind of thing that could
be debated for an eternity without gaining consensus)
I see Process Re/Engineering as a key competency.
This is necessary to support both a lean and agile
s discussed in a previous newsletter).
I particularly liked the cartoon “Are you a Quality
Option”. While a university education will teach you
how to do the same things, starting work on the
ground floor (process worker, driver, analyst etc..) will
ide the experience to understand how you might
do things differently.
CAMDEN PARTNERS Delivering Leadership Advantage
only areas in a company that require to have
ractions with everyone else.
Sales can focus on developing the business regardless
of the other departments. The only one where it’s
wise to consult is Marketing. But what really matters
is the relationship with customers or prospects,
an focus on new campaigns and have
Finance generally focuses on its area with little
involvement with other departments,
Supply Chain on the other hand needs…
Sales/Marketing inputs to work on forecasts,
control demand planning as the
stock value must be in line with budget,
Extensive interactions with external parties (3PL,
freight forwarders, customers, governmental
…) to drive the boat in the right
General Management support
For this very reason the pace at which Supply Chain
can move tends to be slower than any other fields as
it involves so many different parties.
This is reality and very few people outside
Chain can comprehend this. Fulfilling others’ dreams
is a challenging task at times
hile I’m not sure I agree with the 8 key
competencies (it’s the kind of thing that could
be debated for an eternity without gaining consensus)
I see Process Re/Engineering as a key competency.
This is necessary to support both a lean and agile
s discussed in a previous newsletter).
I particularly liked the cartoon “Are you a Quality
Option”. While a university education will teach you
how to do the same things, starting work on the
ground floor (process worker, driver, analyst etc..) will
ide the experience to understand how you might
CAMDEN PARTNERS Delivering Leadership Advantage
only areas in a company that require to have
Sales can focus on developing the business regardless
of the other departments. The only one where it’s
wise to consult is Marketing. But what really matters
is the relationship with customers or prospects,
an focus on new campaigns and have
Finance generally focuses on its area with little
Supply Chain on the other hand needs…
Sales/Marketing inputs to work on forecasts,
control demand planning as the
stock value must be in line with budget,
Extensive interactions with external parties (3PL,
freight forwarders, customers, governmental
…) to drive the boat in the right
For this very reason the pace at which Supply Chain
can move tends to be slower than any other fields as
This is reality and very few people outside Supply
others’ dreams
hile I’m not sure I agree with the 8 key
competencies (it’s the kind of thing that could
be debated for an eternity without gaining consensus)
I see Process Re/Engineering as a key competency.
This is necessary to support both a lean and agile
s discussed in a previous newsletter).
I particularly liked the cartoon “Are you a Quality
Option”. While a university education will teach you
how to do the same things, starting work on the
ground floor (process worker, driver, analyst etc..) will
ide the experience to understand how you might
CAMDEN PARTNERS Delivering Leadership Advantage
only areas in a company that require to have
Sales can focus on developing the business regardless
of the other departments. The only one where it’s
wise to consult is Marketing. But what really matters
an focus on new campaigns and have
Finance generally focuses on its area with little
control demand planning as the
Extensive interactions with external parties (3PL,
…) to drive the boat in the right
For this very reason the pace at which Supply Chain
can move tends to be slower than any other fields as
Supply
others’ dreams
hile I’m not sure I agree with the 8 key
competencies (it’s the kind of thing that could
be debated for an eternity without gaining consensus)
This is necessary to support both a lean and agile
I particularly liked the cartoon “Are you a Quality
Option”. While a university education will teach you
how to do the same things, starting work on the
ground floor (process worker, driver, analyst etc..) will
ide the experience to understand how you might
Put the two together and you accelerate a person’s
ability to be a leader of “Tomorrow’s Supply Chain”.
Good graduate and cadet programmes that provide
opportunities to match education
planned and structured ways will accelerate the level
of supply chain talent immeasurably.
Austin LaurensonAustin LaurensonAustin LaurensonAustin Laurenson
GM GM GM GM
Not surprisingly, the issues in them haven't moved
significantly away from over 20 years
about an aging workforce & the issue of
organisational knowledge retention was one of the
key drivers to put in ERP systems in the late 90's
unfortuna
drowned out the issue.
Talent retention & staff engagement will always be
an issue
inspire their most talented people
lack of engagement of our best and b
early as primary school and often continues
throughout people's careers.
Keep me on the subscription list
with the view that, through the fossicking, I'll find a
diamond
Mark GibsonMark GibsonMark GibsonMark Gibson
Distribution ManagerDistribution ManagerDistribution ManagerDistribution Manager
If you wish to submit your views on anything you have
read in this issue of
will only publish with your permis
The opinions expressed by the authors and those
providing comments are theirs alone and do not
reflect the opinions of any particular company or
business. Camden Partners is not responsible for the
accuracy of any of the information supplied by thos
providing comment.
I
CAMDEN PARTNERS Delivering Leadership Advantage
Put the two together and you accelerate a person’s
ability to be a leader of “Tomorrow’s Supply Chain”.
Good graduate and cadet programmes that provide
opportunities to match education
planned and structured ways will accelerate the level
of supply chain talent immeasurably.
Austin LaurensonAustin LaurensonAustin LaurensonAustin Laurenson
GM GM GM GM ---- Business ImprovementBusiness ImprovementBusiness ImprovementBusiness Improvement
had a quick read of the articles and they
synthesised some well
Not surprisingly, the issues in them haven't moved
significantly away from over 20 years
about an aging workforce & the issue of
organisational knowledge retention was one of the
key drivers to put in ERP systems in the late 90's
unfortunately, the hype over the millennium bug
drowned out the issue.
Talent retention & staff engagement will always be
an issue - companies regularly fail to engage and
inspire their most talented people
lack of engagement of our best and b
early as primary school and often continues
throughout people's careers.
Keep me on the subscription list
with the view that, through the fossicking, I'll find a
diamond-like piece of wisdom.
Mark GibsonMark GibsonMark GibsonMark Gibson
Distribution ManagerDistribution ManagerDistribution ManagerDistribution Manager
If you wish to submit your views on anything you have
read in this issue of
will only publish with your permis
The opinions expressed by the authors and those
providing comments are theirs alone and do not
reflect the opinions of any particular company or
business. Camden Partners is not responsible for the
accuracy of any of the information supplied by thos
providing comment.
I
CAMDEN PARTNERS Delivering Leadership Advantage
Put the two together and you accelerate a person’s
ability to be a leader of “Tomorrow’s Supply Chain”.
Good graduate and cadet programmes that provide
opportunities to match education
planned and structured ways will accelerate the level
of supply chain talent immeasurably.
Austin LaurensonAustin LaurensonAustin LaurensonAustin Laurenson
Business ImprovementBusiness ImprovementBusiness ImprovementBusiness Improvement
had a quick read of the articles and they
synthesised some well-regarded views.
Not surprisingly, the issues in them haven't moved
significantly away from over 20 years
about an aging workforce & the issue of
organisational knowledge retention was one of the
key drivers to put in ERP systems in the late 90's
tely, the hype over the millennium bug
drowned out the issue.
Talent retention & staff engagement will always be
companies regularly fail to engage and
inspire their most talented people
lack of engagement of our best and b
early as primary school and often continues
throughout people's careers.
Keep me on the subscription list
with the view that, through the fossicking, I'll find a
like piece of wisdom.
Distribution ManagerDistribution ManagerDistribution ManagerDistribution Manager
If you wish to submit your views on anything you have
read in this issue of Thought Supply
will only publish with your permis
The opinions expressed by the authors and those
providing comments are theirs alone and do not
reflect the opinions of any particular company or
business. Camden Partners is not responsible for the
accuracy of any of the information supplied by thos
providing comment.
CAMDEN PARTNERS Delivering Leadership Advantage
Put the two together and you accelerate a person’s
ability to be a leader of “Tomorrow’s Supply Chain”.
Good graduate and cadet programmes that provide
opportunities to match education and experience in
planned and structured ways will accelerate the level
of supply chain talent immeasurably.
Business ImprovementBusiness ImprovementBusiness ImprovementBusiness Improvement
had a quick read of the articles and they
regarded views.
Not surprisingly, the issues in them haven't moved
significantly away from over 20 years
about an aging workforce & the issue of
organisational knowledge retention was one of the
key drivers to put in ERP systems in the late 90's
tely, the hype over the millennium bug
Talent retention & staff engagement will always be
companies regularly fail to engage and
inspire their most talented people -
lack of engagement of our best and b
early as primary school and often continues
throughout people's careers.
Keep me on the subscription list - I read voraciously
with the view that, through the fossicking, I'll find a
like piece of wisdom.
If you wish to submit your views on anything you have
Thought Supply
[email protected] Camden Partners
will only publish with your permission.
The opinions expressed by the authors and those
providing comments are theirs alone and do not
reflect the opinions of any particular company or
business. Camden Partners is not responsible for the
accuracy of any of the information supplied by thos
CAMDEN PARTNERS Delivering Leadership Advantage
Put the two together and you accelerate a person’s
ability to be a leader of “Tomorrow’s Supply Chain”.
Good graduate and cadet programmes that provide
and experience in
planned and structured ways will accelerate the level
had a quick read of the articles and they
regarded views.
Not surprisingly, the issues in them haven't moved
significantly away from over 20 years - the concerns
about an aging workforce & the issue of
organisational knowledge retention was one of the
key drivers to put in ERP systems in the late 90's
tely, the hype over the millennium bug
Talent retention & staff engagement will always be
companies regularly fail to engage and
often as not the
lack of engagement of our best and brightest starts as
early as primary school and often continues
I read voraciously
with the view that, through the fossicking, I'll find a
If you wish to submit your views on anything you have
Thought Supply just write to
Camden Partners
sion.
The opinions expressed by the authors and those
providing comments are theirs alone and do not
reflect the opinions of any particular company or
business. Camden Partners is not responsible for the
accuracy of any of the information supplied by thos
CAMDEN PARTNERS Delivering Leadership Advantage
Put the two together and you accelerate a person’s
ability to be a leader of “Tomorrow’s Supply Chain”.
Good graduate and cadet programmes that provide
and experience in
planned and structured ways will accelerate the level
had a quick read of the articles and they
Not surprisingly, the issues in them haven't moved
the concerns
about an aging workforce & the issue of
organisational knowledge retention was one of the
key drivers to put in ERP systems in the late 90's -
tely, the hype over the millennium bug
Talent retention & staff engagement will always be
companies regularly fail to engage and
often as not the
rightest starts as
early as primary school and often continues
I read voraciously
with the view that, through the fossicking, I'll find a
If you wish to submit your views on anything you have
just write to
Camden Partners
The opinions expressed by the authors and those
providing comments are theirs alone and do not
reflect the opinions of any particular company or
business. Camden Partners is not responsible for the
accuracy of any of the information supplied by those
Camden Partners delivers customised retained
executive search and interim executive solutions
directly at the leadership and mission critical
levels of business.
Local Knowledge. Global Reach
Camden Partners is a member of AltoPartners,
internatio
search firms, with offices in the Americas, Europe,
Middle East, Africa and Asia Pacific.
Camden Partners is proud to be a recognised
member of the Association of Executive Search
Consultants, the only recognised Seal
for retained executive search consulting firms on
a worldwide basis.
Camden Partners delivers customised retained
executive search and interim executive solutions
directly at the leadership and mission critical
levels of business.
Local Knowledge. Global Reach
Camden Partners is a member of AltoPartners,
international alliance of independent executive
search firms, with offices in the Americas, Europe,
Middle East, Africa and Asia Pacific.
Camden Partners is proud to be a recognised
member of the Association of Executive Search
Consultants, the only recognised Seal
for retained executive search consulting firms on
a worldwide basis.
Mark Oldfield
Camden Partners delivers customised retained
executive search and interim executive solutions
directly at the leadership and mission critical
levels of business.
Local Knowledge. Global Reach
Camden Partners is a member of AltoPartners,
nal alliance of independent executive
search firms, with offices in the Americas, Europe,
Middle East, Africa and Asia Pacific.
Camden Partners is proud to be a recognised
member of the Association of Executive Search
Consultants, the only recognised Seal
for retained executive search consulting firms on
a worldwide basis.
Mark Oldfield
Camden Partners delivers customised retained
executive search and interim executive solutions
directly at the leadership and mission critical
Local Knowledge. Global Reach.
Camden Partners is a member of AltoPartners,
nal alliance of independent executive
search firms, with offices in the Americas, Europe,
Middle East, Africa and Asia Pacific.
Camden Partners is proud to be a recognised
member of the Association of Executive Search
Consultants, the only recognised Seal
for retained executive search consulting firms on
Mark Oldfield │ Direct:
Camden Partners delivers customised retained
executive search and interim executive solutions
directly at the leadership and mission critical
Camden Partners is a member of AltoPartners, the
nal alliance of independent executive
search firms, with offices in the Americas, Europe,
Camden Partners is proud to be a recognised
member of the Association of Executive Search
Consultants, the only recognised Seal of Quality
for retained executive search consulting firms on
Direct: +61 2 8007 5813
Camden Partners delivers customised retained
executive search and interim executive solutions
directly at the leadership and mission critical
the
nal alliance of independent executive
search firms, with offices in the Americas, Europe,
Camden Partners is proud to be a recognised
member of the Association of Executive Search
of Quality
for retained executive search consulting firms on
Mark is a Partner
leads the firm’s Supply Chain practice which
focuses on the sourcing of professionals
exclusively at the senior and mission critical
levels.
He has 25 years
management and consulting
including FMCG, Aerospace, Medical Devices,
Storage and Distribution, Industrial and Durable
Goods.
“
grabbing a whole
checking the key words that match the
job description.
It’s about understanding…
understanding that can only
from having worked in supply chain
+61 2 8007 5813
When it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply Chain
we focus on the right talent,we focus on the right talent,we focus on the right talent,we focus on the right talent,
not the first available.not the first available.not the first available.not the first available.
Mark is a Partner
leads the firm’s Supply Chain practice which
focuses on the sourcing of professionals
exclusively at the senior and mission critical
levels.
He has 25 years
management and consulting
including FMCG, Aerospace, Medical Devices,
Storage and Distribution, Industrial and Durable
Goods.
“Finding the right talent is not a case of
grabbing a whole
checking the key words that match the
job description.
It’s about understanding…
understanding that can only
from having worked in supply chain
Mark Oldfield
Partner, Supply Chain
+61 2 8007 5813 │ M: +61 (0) 401 530 637
When it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply Chain
we focus on the right talent,we focus on the right talent,we focus on the right talent,we focus on the right talent,
not the first available.not the first available.not the first available.not the first available.
Mark is a Partner with Camden Partners and
leads the firm’s Supply Chain practice which
focuses on the sourcing of professionals
exclusively at the senior and mission critical
He has 25 years of
management and consulting
including FMCG, Aerospace, Medical Devices,
Storage and Distribution, Industrial and Durable
Finding the right talent is not a case of
grabbing a whole lot of resumes then
checking the key words that match the
job description.
It’s about understanding…
understanding that can only
from having worked in supply chain
Mark Oldfield
Partner, Supply Chain
+61 (0) 401 530 637
When it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply Chain
we focus on the right talent,we focus on the right talent,we focus on the right talent,we focus on the right talent,
not the first available.not the first available.not the first available.not the first available.
with Camden Partners and
leads the firm’s Supply Chain practice which
focuses on the sourcing of professionals
exclusively at the senior and mission critical
senior supply chain
management and consulting across
including FMCG, Aerospace, Medical Devices,
Storage and Distribution, Industrial and Durable
Finding the right talent is not a case of
lot of resumes then
checking the key words that match the
It’s about understanding… the sort of
understanding that can only
from having worked in supply chain
Mark Oldfield
Partner, Supply Chain
+61 (0) 401 530 637
When it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply Chain
we focus on the right talent,we focus on the right talent,we focus on the right talent,we focus on the right talent,
not the first available.not the first available.not the first available.not the first available.
with Camden Partners and
leads the firm’s Supply Chain practice which
focuses on the sourcing of professionals
exclusively at the senior and mission critical
supply chain
across industries
including FMCG, Aerospace, Medical Devices,
Storage and Distribution, Industrial and Durable
Finding the right talent is not a case of
lot of resumes then
checking the key words that match the
the sort of
come
from having worked in supply chain.”
Partner, Supply Chain
When it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply ChainWhen it comes to Supply Chain
we focus on the right talent,we focus on the right talent,we focus on the right talent,we focus on the right talent,
not the first available.not the first available.not the first available.not the first available.
with Camden Partners and
leads the firm’s Supply Chain practice which
focuses on the sourcing of professionals
exclusively at the senior and mission critical
supply chain
industries
including FMCG, Aerospace, Medical Devices,
Storage and Distribution, Industrial and Durable