supply chain talent · pdf file- summer internship program ... warehousing, ... factory...
TRANSCRIPT
Supply Chain Talent ManagementLogistics Conference ndash Orlando FLJanuary 31st ndash February 2nd
Agenda
Sourcing Talent- Leveraging Social Media
- Summer Internship ProgramDeveloping Talent
- Management Development- Developing Talent
Retaining Talent- Retaining Supply Chain Talent
Sourcing Talent
Nestle Purina PetCarersquos use of Social Media
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
4
ldquoUNLEASH YOUR POTENTIALrdquo
Nestleacute Purina PetCare
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
5
AGENDA
bull Company Overviewbull Where We Find College Candidatesbull Social MediaNetworkingbull Recruiting Process at Nestleacute Purina
PetCarebull Questions amp Answers
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
6
Where does Nestleacute Purina PetCare find college students
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
7
PresentOur Past
Applicant Pool
amp 2007
wwwNestlejobscom
Careerbuilder
2006
Resume Database Mining nestlepurinacareerscom
2010
Experiencecom
Indeed
Intern Inc
NACELink
Targeted Email Campaigns
Jobs In Pods
Pay Per Click Ads
YouTube
Simply Hired
Black Collegian
CareerAthletes
Diversity Working
SIFE
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
8
Why Change To Social Networks
bull LinkedIn amp Facebook more popular than emailbull Social Networks continue to gain speedbull Job Board usage decreasingbull More ldquoPassiverdquo job seekers
ndash 70 of the populationbull Generation Y amp Zbull Historical trends indicate increased turnover
with economic recovery
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
9
promoemails
paidads
9944 page views1279 fans3310 Facebook links
194 followers
508 page views928 video views
991 email links
4257 paid links
careers site traffic82409-11409
86003
VS 82508 ndash 11508
49378
2009 Results
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Agenda
Sourcing Talent- Leveraging Social Media
- Summer Internship ProgramDeveloping Talent
- Management Development- Developing Talent
Retaining Talent- Retaining Supply Chain Talent
Sourcing Talent
Nestle Purina PetCarersquos use of Social Media
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
4
ldquoUNLEASH YOUR POTENTIALrdquo
Nestleacute Purina PetCare
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
5
AGENDA
bull Company Overviewbull Where We Find College Candidatesbull Social MediaNetworkingbull Recruiting Process at Nestleacute Purina
PetCarebull Questions amp Answers
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
6
Where does Nestleacute Purina PetCare find college students
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
7
PresentOur Past
Applicant Pool
amp 2007
wwwNestlejobscom
Careerbuilder
2006
Resume Database Mining nestlepurinacareerscom
2010
Experiencecom
Indeed
Intern Inc
NACELink
Targeted Email Campaigns
Jobs In Pods
Pay Per Click Ads
YouTube
Simply Hired
Black Collegian
CareerAthletes
Diversity Working
SIFE
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
8
Why Change To Social Networks
bull LinkedIn amp Facebook more popular than emailbull Social Networks continue to gain speedbull Job Board usage decreasingbull More ldquoPassiverdquo job seekers
ndash 70 of the populationbull Generation Y amp Zbull Historical trends indicate increased turnover
with economic recovery
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
9
promoemails
paidads
9944 page views1279 fans3310 Facebook links
194 followers
508 page views928 video views
991 email links
4257 paid links
careers site traffic82409-11409
86003
VS 82508 ndash 11508
49378
2009 Results
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Sourcing Talent
Nestle Purina PetCarersquos use of Social Media
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
4
ldquoUNLEASH YOUR POTENTIALrdquo
Nestleacute Purina PetCare
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
5
AGENDA
bull Company Overviewbull Where We Find College Candidatesbull Social MediaNetworkingbull Recruiting Process at Nestleacute Purina
PetCarebull Questions amp Answers
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
6
Where does Nestleacute Purina PetCare find college students
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
7
PresentOur Past
Applicant Pool
amp 2007
wwwNestlejobscom
Careerbuilder
2006
Resume Database Mining nestlepurinacareerscom
2010
Experiencecom
Indeed
Intern Inc
NACELink
Targeted Email Campaigns
Jobs In Pods
Pay Per Click Ads
YouTube
Simply Hired
Black Collegian
CareerAthletes
Diversity Working
SIFE
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
8
Why Change To Social Networks
bull LinkedIn amp Facebook more popular than emailbull Social Networks continue to gain speedbull Job Board usage decreasingbull More ldquoPassiverdquo job seekers
ndash 70 of the populationbull Generation Y amp Zbull Historical trends indicate increased turnover
with economic recovery
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
9
promoemails
paidads
9944 page views1279 fans3310 Facebook links
194 followers
508 page views928 video views
991 email links
4257 paid links
careers site traffic82409-11409
86003
VS 82508 ndash 11508
49378
2009 Results
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
4
ldquoUNLEASH YOUR POTENTIALrdquo
Nestleacute Purina PetCare
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
5
AGENDA
bull Company Overviewbull Where We Find College Candidatesbull Social MediaNetworkingbull Recruiting Process at Nestleacute Purina
PetCarebull Questions amp Answers
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
6
Where does Nestleacute Purina PetCare find college students
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
7
PresentOur Past
Applicant Pool
amp 2007
wwwNestlejobscom
Careerbuilder
2006
Resume Database Mining nestlepurinacareerscom
2010
Experiencecom
Indeed
Intern Inc
NACELink
Targeted Email Campaigns
Jobs In Pods
Pay Per Click Ads
YouTube
Simply Hired
Black Collegian
CareerAthletes
Diversity Working
SIFE
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
8
Why Change To Social Networks
bull LinkedIn amp Facebook more popular than emailbull Social Networks continue to gain speedbull Job Board usage decreasingbull More ldquoPassiverdquo job seekers
ndash 70 of the populationbull Generation Y amp Zbull Historical trends indicate increased turnover
with economic recovery
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
9
promoemails
paidads
9944 page views1279 fans3310 Facebook links
194 followers
508 page views928 video views
991 email links
4257 paid links
careers site traffic82409-11409
86003
VS 82508 ndash 11508
49378
2009 Results
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
5
AGENDA
bull Company Overviewbull Where We Find College Candidatesbull Social MediaNetworkingbull Recruiting Process at Nestleacute Purina
PetCarebull Questions amp Answers
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
6
Where does Nestleacute Purina PetCare find college students
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
7
PresentOur Past
Applicant Pool
amp 2007
wwwNestlejobscom
Careerbuilder
2006
Resume Database Mining nestlepurinacareerscom
2010
Experiencecom
Indeed
Intern Inc
NACELink
Targeted Email Campaigns
Jobs In Pods
Pay Per Click Ads
YouTube
Simply Hired
Black Collegian
CareerAthletes
Diversity Working
SIFE
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
8
Why Change To Social Networks
bull LinkedIn amp Facebook more popular than emailbull Social Networks continue to gain speedbull Job Board usage decreasingbull More ldquoPassiverdquo job seekers
ndash 70 of the populationbull Generation Y amp Zbull Historical trends indicate increased turnover
with economic recovery
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
9
promoemails
paidads
9944 page views1279 fans3310 Facebook links
194 followers
508 page views928 video views
991 email links
4257 paid links
careers site traffic82409-11409
86003
VS 82508 ndash 11508
49378
2009 Results
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
6
Where does Nestleacute Purina PetCare find college students
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
7
PresentOur Past
Applicant Pool
amp 2007
wwwNestlejobscom
Careerbuilder
2006
Resume Database Mining nestlepurinacareerscom
2010
Experiencecom
Indeed
Intern Inc
NACELink
Targeted Email Campaigns
Jobs In Pods
Pay Per Click Ads
YouTube
Simply Hired
Black Collegian
CareerAthletes
Diversity Working
SIFE
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
8
Why Change To Social Networks
bull LinkedIn amp Facebook more popular than emailbull Social Networks continue to gain speedbull Job Board usage decreasingbull More ldquoPassiverdquo job seekers
ndash 70 of the populationbull Generation Y amp Zbull Historical trends indicate increased turnover
with economic recovery
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
9
promoemails
paidads
9944 page views1279 fans3310 Facebook links
194 followers
508 page views928 video views
991 email links
4257 paid links
careers site traffic82409-11409
86003
VS 82508 ndash 11508
49378
2009 Results
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
7
PresentOur Past
Applicant Pool
amp 2007
wwwNestlejobscom
Careerbuilder
2006
Resume Database Mining nestlepurinacareerscom
2010
Experiencecom
Indeed
Intern Inc
NACELink
Targeted Email Campaigns
Jobs In Pods
Pay Per Click Ads
YouTube
Simply Hired
Black Collegian
CareerAthletes
Diversity Working
SIFE
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
8
Why Change To Social Networks
bull LinkedIn amp Facebook more popular than emailbull Social Networks continue to gain speedbull Job Board usage decreasingbull More ldquoPassiverdquo job seekers
ndash 70 of the populationbull Generation Y amp Zbull Historical trends indicate increased turnover
with economic recovery
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
9
promoemails
paidads
9944 page views1279 fans3310 Facebook links
194 followers
508 page views928 video views
991 email links
4257 paid links
careers site traffic82409-11409
86003
VS 82508 ndash 11508
49378
2009 Results
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
8
Why Change To Social Networks
bull LinkedIn amp Facebook more popular than emailbull Social Networks continue to gain speedbull Job Board usage decreasingbull More ldquoPassiverdquo job seekers
ndash 70 of the populationbull Generation Y amp Zbull Historical trends indicate increased turnover
with economic recovery
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
9
promoemails
paidads
9944 page views1279 fans3310 Facebook links
194 followers
508 page views928 video views
991 email links
4257 paid links
careers site traffic82409-11409
86003
VS 82508 ndash 11508
49378
2009 Results
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
9
promoemails
paidads
9944 page views1279 fans3310 Facebook links
194 followers
508 page views928 video views
991 email links
4257 paid links
careers site traffic82409-11409
86003
VS 82508 ndash 11508
49378
2009 Results
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
10
Leveraging Social Media
bull Facebookndash Currently 1300 fansndash Interact with our recruiters and ask questionsndash Apply directly from the page
bull Twitterndash Currently almost 600 followersndash Follow an internrsquos experience
bull LinkedINndash Professional networking ndash link with us for future opportunitiesndash Mining candidates for hard-to-fill positions ndash Purina has access to entire databasendash Started in January 2010 ndash already filled 3 hard-to-fill positions
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
11
2010 Goals
bullbull Continue to Grow Social Networking PlanContinue to Grow Social Networking Planndashndash --ndashndash AftercollegecomAftercollegecomndashndash Career AthletesCareer Athletesndashndash ldquoldquoLikeLikerdquordquo amp amp ldquoldquoDiggDiggrdquordquo buttonsbuttons
bullbull Optimize Careers SiteOptimize Careers Sitendashndash Better placement on Google Yahoo etcBetter placement on Google Yahoo etc
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
12
Future Trends
By 2012ndash Number of people readinglistening to
bull Blogs at least one x a month = 145 million bull Podcasts increase 251bull Online video consumers increase to 88 of
Internet users
By 2013ndash Visitors to social networks at least once a
month projected to increase to 115 million
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
NE
STL
NE
STL
EacuteEacuteP
UR
INA
PU
RIN
A
13
Recruiting Process
bull Explore and apply online at wwwnestlepurinacareerscom
bull Application receivedndash Recruiter reviews and determines whether or not to continuendash If not selected receive an email informing that they were not selected for that
opportunity
bull Phone interviewndash Resume review and Behavior Based Interview Questions
bull Face to Face interviewndash Invited to our corporate headquarters in St Louis or Manufacturing Plant
bull Top candidatesndash Receive a Verbal Offerndash Written offer will be mailed to you ndash All offers are contingent upon background checks and pre-employment drug
screens
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Sourcing Talent (Contrsquod)
Summer Internship Program
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
6 Northeastern States128 Stores30 ndash 90K sq ftSchenectady HQ25000 employees
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Program is 10 years old10-12 week program for college studentsProject based positionsMeaningful work provided ndash good ROIProgram is used as a pipeline for future hires
This Summer (2011) 25 Summer Interns
Summer Internship Program
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Committee of Interns help coordinate activities to build the intern social networkCoordinated Calendar of Events
ldquoLunch and Learnsrdquo with ExecutivesSocial ActivitiesEnd of the Summer PresentationsShare experiencesMake friends
Summer Internship Program
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Across all areas of the businessWarehousing Procurement Inventory ManagementReal Estate amp EngineeringRetail OperationsPricing PR Marketing amp MerchandisingLoss Prevention HR Finance
ExamplesMajor Project DescriptionIT Store inventory query systemOperations Validated new ERP systemrsquos forecastEnglish Edited articles for monthly news magazineMarketing SKU Rationalization effort
Summer Internship Program
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Okechikere EkeadaGraduating from Rochester Institute of Technology with a BS in Industrial and Systems EngineeringBorn and raised in Nigeria Moved to USA when 15Developed and inbound process map for the DCWill return after education is complete
Lauren MausertHartwick College Jr - Economics and Political ScienceFormer Front End Pharmacy and Produce associateReduced Wrap Expense in our storesHopes to be a Summer Intern again in 2011
Summer Internship Program
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Developing Talent
Nestle Purina PetCarersquos Supply Chain Management Development Program
Nestleacute Purina PetCare
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Nestleacute Purina PetCare
Supply Chain Management Development Program Objectives
bull Obtain a comprehensive understanding of the NPPC Products Supply amp Supply Chain processes
bull Acquire an in-depth understanding of each functional area within those processes
bull Learn how the functional areas of Factory Operations and Logistics ORM Corporate Logistics and Customer Development Group work collectively to meet and exceed customer expectations while still achieving individual functional KPIrsquos
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Factory Training (Training Report)
Factory Logistics-specificTraining
(Whse In-bound Materials Transp amp Customer Service)
ORM Training
Purchasing ampLogistics
ProcurementOperations Planning
Transportationamp
Warehousing
CDGTeam
Training
Phase I ndash Main Plant Training Report (6 months)Phase II ndash Factory Logistics-specific Training (4 months)Phase III ndash St Louis Headquarters ( 5 months) to include
Order amp Revenue Management (1 mo)Purchasing amp Logistics (2 mo)Customer Development Group (2 mo)
Total Time ndash 15 months
Phase I Phase II Phase III
Training Timeline
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Nestleacute Purina PetCare
Phase 1amp 2 Factory Training
bull Phase 1 (7 months)ndash Learn and develop a strong base of knowledge of all operating
departments from ingredient receiving through manufacturing and distribution
ndash Acquisition of knowledge of organizationrsquos structure and processesndash Complete management level assignments ndash Detailed training reports required
bull Phase 2 (3 months) ndash 11 weeks of specific Logistics training including supervision in
Warehouse Materials Handling amp Transportationndash Complete several process improvement projectsndash Projects provide hands on experience training in-depth
understanding in department connectivityndash Detailed training reports required
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Nestleacute Purina PetCare
Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
bull ORM (Customer Service) Orientation amp Training (1 months)ndash Learn and develop a strong base of knowledge in the order to cash
process as well as all Customer Service activitiesndash Work directly with a specific business team
bull Corporate Logistics amp Purchasing Orientation amp Training (2 months) ndash Provides a basic understanding of the four functional areas Purchasing
Demand Planning Transportation and Warehousingndash Completion of process improvement projects
bull CDG Customer Team Orientation amp Training (2 months) ndash Training and exposure to Customer Facing activities in CDG
(Customer Development Group) Supply Chain strategies structure and responsibilities
ndash Product Supply Excellencendash Customer and Sales interface ndash Project assignment and completion
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Nestleacute Purina PetCare
Cross-Divisional Career Pathing
CDGSupply Chain
Analyst
CustomerSupply Chain
Manager
ManufacturingLogisticsAssistant
Asst LogisticsManager
Transportation orWarehouse
Manager
Logistics Manager
Purchasing ampLogistics
TransportationAssistant
Transportation orPurchasing Analyst
CorporateLogisticsManager
Intern Program (Optional)
Supply Chain Trainee (15 months)
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Nestleacute Purina PetCare
Advanced Supply Chain Education and Development
bullObjectivendash Create a path for Supply Chain personnel to advance their career objectives and meet their personal goals of achieving greater learning and expertise
bullSt Louis UniversityndashSupply Chain Management Certificate ProgramndashAdvanced Supply Chain Certificate Management Program
bullAPICS (Advancing Productivity Innovation and Competitive Success)ndashCertified Production amp Inventory Management (CPIM)ndashCertified Supply Chain Professional (CSCP)
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Developing Talent
The bridge between Developing and Retaining Talent
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Campbellrsquos Logistics Operations Manager
Quality Journey
Amy RichmondSr Manager Human Resources
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
29
About a Year Agohellip
Approachbull Aligned our resources on the biggest ROI
bull Collectively determined focus areas
Competency ModelsCompetency Models
Mentoring ProgramsMentoring Programs
Training ClassesTraining Classes
Rotational ProgramsRotational Programs
Internship ProgramsInternship Programs
Team BuildingTeam Building
Career Career PathingPathing
CompensationCompensationSuccession PlanningSuccession Planning
On boardingOn boarding
Individual DevelopmentIndividual DevelopmentPlansPlans
WorkWork--Life Balance ProgramsLife Balance Programs
Engagement ActivitiesEngagement Activities
Performance MgmtPerformance Mgmt
Recruiting amp SelectionRecruiting amp Selection
Manager Quality Focused on Two Levelsbull Organizational
bull Individual
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
30
How Did We Approach the Organizational Level
A cross-functional Logistics Operations leadedership teamhellipbull Identified defined and aligned to the competencies necessary to be
effective logistics managers ndash eg Conflict management Communication Business Acumen etcndash We kept it simple
bull Conducted a competency assessment for all managers of people
bull Analyzed data to identify areas with the greatest development needs
Developing Others Building Teams
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
31
How Did We Develop At The Organizational Level
bull Managers of people attended 8 hours of classroom training dedicated to
ndash Coaching Othersndash Developing Direct Reports
bull Managers were required to conduct individual development discussions twice a year with employees and create specialized individual development plans
Developing Others
Building Teams
bull Managers were asked to lead action planning sessions using the results of their Gallup survey (climate sensing)
bull Managers were trained and required to apply the uniform approach to behavioral interviewing
bull Managers were asked to lead diversity and inclusion activities with their teams
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
32
How Did We Approach the Individual Level
bull Leveraged individual performance assessments
bull Solicited performance feedback (focused on leadership) from the cross functional logistics operations leadership team
bull Conducted manager quality surveys for all managers with 5+ direct reports
bull Performed 360 degree feedback surveys for specific managers
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
33
How Did We Develop At Individual Level
bull Required all managers of people to create manager quality plans focused on becoming an effective manager
ndash Leveraged the results of Gallup Manager Quality surveys and 360 surveys
ndash Facilitated discussions with our managersrsquo teams to identify areas of improvement (STOP START CONTINUE exercises)
bull Offered additional training programs to address individual needs (ex presentation skills strategic thinking etc)
bull Partnered individual managers with mentors to coach on specific developmental areas
bull Identified special projects and stretch assignments to create on-the-job training opportunities
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Retaining Talent
Smucker - Retaining Supply Chain Talent
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
The JM Smucker Company
The J M Smucker CompanyRetaining Talent
in the Supply ChainDenny Armstrong
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
The JM Smucker Company
Agenda
bull Heard about attracting employeeshellip
bull Heard about developing employeeshellip
bull Share our experience in retaining employeeshellip
More importantlyhelliphow do we really engage employees
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
The JM Smucker Company
Top Drivers of Attraction
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers
Competitive base pay
Challenging work
Convenient work location
Career advancement opportunities
Vacationpaid time off
Organizationrsquos reputation as good employer
Flexible schedule
Learning and development opportunities
Competitive benefits
Organizationrsquos financial health
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
The JM Smucker Company
Challenges Facing Supply Chain Employees
bull Global economic downturnbull More complex and longer supply networks bull Outsourcing vs in-sourcingbull Lean manufacturing and just-in-time inventorybull Increased risk on many frontsbull Cost reducing pressurebull Green supply chain (ldquofarm-to-forkrdquo)bull Increased transparencybull Increased implementation of information
technologybull Customization
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
The JM Smucker Company
Given These Challengeshelliphelliphow can we retain and engage employees
bull Itrsquos not about
More pay
More benefits
bull Itrsquos about providing
A clear career path (ldquohire for a careerrdquo)
Career development opportunities
A culture that supports
Personal growth
Where every employee makes a difference
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
The JM Smucker Company
Top Drivers of Retention amp Engagement
Source Towers Watson 2010 Global Workforce Study ndash GlobalSource Towers Watson Normative Database ndash Global
Attraction Drivers Retention Drivers Engagement Drivers
Competitive base pay Career development Leadership
Challenging work Leadership Image
Convenient work location Pay and rewards Career development
Career advancement opportunities Empowerment Empowerment
Vacationpaid time off Supervision Goals and objectives
Organizationrsquos reputation as good employer
Stress balance and workload
Customer focus
Flexible schedule Performance appraisal Values
Learning and development opportunities
Benefits Strategy and direction
Competitive benefits Image Pay and rewards
Organizationrsquos financial health Operating efficiency Quality
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
The JM Smucker Company
Career Developmentbull Internship Programs bull Professional Skill Trainingbull Talent Management Systembull Engagement Activitiesbull Career Pathsbull Mentorship Programsbull Succession Plans
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
The JM Smucker Company
Focusing on Culture
bull Culture is a Strategic Issue
bull Training on Culture 1200 employees65 sessions
bull Kepner-Tregoe Training 400 employees20 sessions
bull Manager Training For all people managers
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
The JM Smucker Company
Preserving Your Core Values
ldquoEnduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing worldrdquo
Jim CollinsGood to Great
Jim CollinsGood to Great
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Summary
Talent Management Sourcing Developing RetainingTime tested strategies for locating hiring training and retaining talent in the supply chain has changed quickly over the last several years This session will provide a look at how several GMA and FMI companies are dealing with the challenges surrounding people management as this new decade begins Learn why social medias are necessary for sourcing supply chain talent See how internships can be a proven method for filling your future personnel requirements Discuss why development and in-depth training programs are necessary for building successful supply chain careers Learn how one company has implemented a program of continuous people development beyond initial training Finally after all that work learn how to keep your supply chain talent engaged productive fulfilled and retained
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-
Speakers
Mark Chandler VP Supply Chain Price Chopper Supermarkets
Denny Armstrong SVP Supply Chain Logistics amp Operations Support The JM Smucker Co
Amy Richmond HR Manager NA Supply Chain Campbell Soup Co
Brook Lashely Manager Sourcing Strategies Nestle Purina PetCare
John McKillop Director Product Supply Excellence Nestle Purina PetCare
- Supply Chain Talent Management
- Agenda
- Sourcing Talent
- AGENDA
- Where does Nestleacute Purina PetCare find college students
- Our
- Why Change To Social Networks
- 2009 Results
- Leveraging Social Media
- 2010 Goals
- Future Trends
- Recruiting Process
- Sourcing Talent (Contrsquod)
- Summer Internship Program
- Developing Talent
- Supply Chain Management Development Program Objectives
- Phase 1amp 2 Factory Training
- Phase 3 ORM Corporate Logistics amp Purchasing Customer Development Group ( St Louis)
- Developing Talent
- Campbellrsquos Logistics Operations Manager Quality Journey
- About a Year Agohellip
- How Did We Approach the Organizational Level
- How Did We Develop At The Organizational Level
- How Did We Approach the Individual Level
- How Did We Develop At Individual Level
- Retaining Talent
- The J M Smucker Company
- Agenda
- Top Drivers of Attraction
- Challenges Facing Supply Chain Employees
- Given These Challengeshellip
- Top Drivers of Retention amp Engagement
- Career Development
- Focusing on Culture
- Preserving Your Core Values
- Summary
- Speakers
-