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International Convention 2017 Macao
Developing Logistics
Competences and
Training in the World
Macao | 11-14 June 2017
by ...
SLIDE 1PROF. DR. KAI HOBERG
PROJECT OBJECTIVES
1. Identify reasons for skills and labor shortages
in logistics around the ...
SLIDE 2PROF. DR. KAI HOBERG
PROJECT OVERVIEW
Phase 1 Phase 2
Key
activities
Outputs
 Literature review:
70 relevant paper...
SLIDE 3PROF. DR. KAI HOBERG
RESULTS PHASE 1:
SHORTAGE OF LOGISTICS TALENT BY JOB TYPE
Operative logistics / blue-collar st...
SLIDE 4PROF. DR. KAI HOBERG
RESULTS PHASE 1:
CHALLENGES IN LOGISTICS TALENT AVAILABILTY
 Technical sophistication of logi...
SLIDE 5PROF. DR. KAI HOBERG
PHASE 2: COUNTRY ASSESSMENT TOOLKIT
Toolkit is intended to assist governments in
 Determining...
SLIDE 6PROF. DR. KAI HOBERG
INTERVIEW PARTNERS WILL BE SELECTED FROM
DIFFERENT LOGISTICS STAKEHOLDERS
Stakeholder Group Ca...
SLIDE 7PROF. DR. KAI HOBERG
ASSESSMENT CLUSTERS
Demand
Supply
A4
Skills level of existing
administrative logistics
employe...
SLIDE 8PROF. DR. KAI HOBERG
MATURITY ASSESSMENT METHODOLOGY
Sample questions
Level 1
Minimal Capability
Level 2
Marginal
C...
SLIDE 9PROF. DR. KAI HOBERG
RECOMMENDATIONS CAN INCLUDE
DIFFERENT ACTIONS
SELECTION
Stakeholders Examples of Actions
Gover...
SLIDE 10PROF. DR. KAI HOBERG
CONCLUSIONS
1. Our first phase provides evidence that confirms that there
is general shortage...
SLIDE 11PROF. DR. KAI HOBERG
THANK YOU VERY MUCH FOR YOUR ATTENTION
Prof. Dr. Kai Hoberg
Associate Professor of
Supply Cha...
SLIDE 12PROF. DR. KAI HOBERG
IF YOU HAVE THE CHANCE TO COME TO GERMANY
VISIT KÜHNE LOGISTICS UNIVERSITY IN HAMBURG
 A pri...
Chart 13
BACKUP
MACAO | JUNE 13, 2017
DEVELOPING LOGISTICS
COMPETENCES AND TRAINING IN
THE WORLD
CILT INTERNATIONAL CONVENTION
KAI HOBERG,...
SLIDE 15PROF. DR. KAI HOBERG
APPROACH FOR TOOLKIT
Phase 1:
Preparation
Phase 2:
Assessment
Phase 3:
Recommendations
Docume...
SLIDE 16PROF. DR. KAI HOBERG
RESULTS PHASE 1:
PROFESSIONAL ASSOCIATIONS CAN HAVE A BIG IMPACT
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Developing Logistics Competences and Training in the World

Professor Kai Hoburg, Associate Professor of Supply Chain and Operations Strategy at Kühne Logistics University presents at CILT International Convention 2017

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Developing Logistics Competences and Training in the World

  1. 1. International Convention 2017 Macao Developing Logistics Competences and Training in the World Macao | 11-14 June 2017 by Kai Hoberg Associate Professor of Supply Chain and Operations Kühne Logistics University, Germany www.ciltinternational.orgInternational Convention 2017, Macao, Smart Journey Belt & Road
  2. 2. SLIDE 1PROF. DR. KAI HOBERG PROJECT OBJECTIVES 1. Identify reasons for skills and labor shortages in logistics around the world, particularly in emerging economies 2. Examine the current state of training and staff development and suggest improvements based on best practice examples 3. Provide guidance for governments on how to upgrade the logistics workforce 4. Provide a toolkit for assessing the country- specific situations
  3. 3. SLIDE 2PROF. DR. KAI HOBERG PROJECT OVERVIEW Phase 1 Phase 2 Key activities Outputs  Literature review: 70 relevant papers and reports  Online questionnaire survey: 219 responses  Semi-structured interviews: 38 interviews  Focus group discussion: CILT Convention, Dubai Phase 1: Global overview on logistics competences and training Phase 2: Development of country assessment toolkit  Identification of 20 assessment areas  Development of maturity model for all 20 dimensions  Identification of relevant interviewees  Pilot assessment in Togo  Free summary report with best- practices in the world (please approach me)  Public version to follow in Q3/2017  Free toolkit for assessing the logistics skills capability in a country  Guiding document with 40 pages available (please approach me)
  4. 4. SLIDE 3PROF. DR. KAI HOBERG RESULTS PHASE 1: SHORTAGE OF LOGISTICS TALENT BY JOB TYPE Operative logistics / blue-collar staff e.g., truck driver, fork lift driver, warehouse picker Administrative logistics staff e.g., traffic planner, expediter, warehouse clerk Logistics supervisors e.g., team leader in warehouse, traffic controller Logistics managers e.g. responsible for transport, warehousing operations, supply chain management % of respondents rating the availability of ‘suitably qualified logistics staff’ in their country low or very low In emerging countries, main shortage is at the managerial level In developed countries, main shortage is at the operative level 31% 36% 42% 54% 45% 33% 34% 39% Emerging Developed
  5. 5. SLIDE 4PROF. DR. KAI HOBERG RESULTS PHASE 1: CHALLENGES IN LOGISTICS TALENT AVAILABILTY  Technical sophistication of logistics has been outpacing the rate of skill development  University courses have not adapted rapidly enough to new logistics / supply chain challenges  Inadequate levels of training and apprenticeship in the logistics sector  … Difficulty in recruiting new logistics employees with adequate skill level Inadequate skill level of existing logistics employees  Steep increase in the level of logistical activity and related employment requirements  Nature and rewards of many logistics job considered poor and uncompetitive with other occupations  Poor image of logistics: low level, blue-collar, ancillary etc.  … SELECTION
  6. 6. SLIDE 5PROF. DR. KAI HOBERG PHASE 2: COUNTRY ASSESSMENT TOOLKIT Toolkit is intended to assist governments in  Determining the logistics skills requirements of their economy  Assessing to what extent they are being met by current training and education  Providing guidance on how to address this problem The assessment is conducted in three phases: 1. Preparation: Finetuning the toolkit to the country, identify interview partners from different stakeholder groups, setting up interviews, collecting other data 2. Assessment: Conducting 15-20 interviews in the country with governments, LSPs, shippers, education institutions, professional associations 3. Recommendation: Prepare recommendations and valid in focus group discussion Assessment requires 2 experts for 3 to 6 weeks (over 3-4 months)
  7. 7. SLIDE 6PROF. DR. KAI HOBERG INTERVIEW PARTNERS WILL BE SELECTED FROM DIFFERENT LOGISTICS STAKEHOLDERS Stakeholder Group Category Examples of Interviewees Government and administration Ministries Experts on logistics or education Statistics and employment agencies Experts on logistics or education Logistics service providers Local companies (e.g. airport operators, port operators, freight forwarders) HR-personnel, logistics executives Multinational companies (e.g. UPS, DB Schenker, Maersk, DHL, Kühne + Nagel) HR-personnel, logistics executives Shippers Local companies (e.g. mining companies, fruit exporters, agricultural cooperatives, state-owned companies) HR-personnel, logistics executives Multinational companies (e.g. Coca-Cola, P&G, Unilever, Samsung) HR-personnel, logistics executives Educational institutions Universities and colleges Logistics and management professors Vocational institutions Logistics teachers Private training providers CEOs / senior executives Professional associations and others Local associations Chairman / head of professional development International associations Chairs of local branches Business organizations Trade bodies Director generals / CEOs Labor unions General secretaries Recruitment agencies General agencies HR-personnel focused on logistics employment Logistics-specific agencies HR-personnel focused on logistics employment
  8. 8. SLIDE 7PROF. DR. KAI HOBERG ASSESSMENT CLUSTERS Demand Supply A4 Skills level of existing administrative logistics employees A1 Recruitment of operative logistics staff A3 Recruitment of administrative logistics staff A2 Skills level of existing operative logistics employees A8 Skills level of logistics managers currently in post A5 Recruitment of logistics supervisors A7 Recruitment of logistics managers A6 Skills level of existing logistics supervisory employees A12 Quality of logistics education by private training providers A9 Availability of vocational education in logistics A11 Availability of logistics education by private training providers A10 Quality of vocational education in logistics A16 Quality of in-house training A13 Availability of logistics education by universities A15 Availability of in-house training A14 Quality of logistics education by universities A17 Certifications of logistics skills A19 Attractiveness of logistics industry A18 Role of associations A20 Availability of recruitment services
  9. 9. SLIDE 8PROF. DR. KAI HOBERG MATURITY ASSESSMENT METHODOLOGY Sample questions Level 1 Minimal Capability Level 2 Marginal Capability Level 3 Average Capability Level 4 Advanced Capability Level 5 Global Best Practice  How much capacity do private training providers have to support logistics skill development  What share of the current logistics employees has participated in training programs offered by private training providers?  How is private providers’ share of the logistics training market changing?  How are the private trainers trained?  … Little or no private training providers exist Private training providers exist and offer logistics education They play a minor role in skills development in logistics Trainers have limited training / certification themselves Little segmentation of the market. Private training providers are an important source of logistics education Participating in their training is common practice for logisticians Private logistics training meets high professional standards and is well endowed with trained, certified and experienced staff A11 Availability of logistics education by private training providers Evidence for Maturity Assessment: Assessment Score: EXTRACT
  10. 10. SLIDE 9PROF. DR. KAI HOBERG RECOMMENDATIONS CAN INCLUDE DIFFERENT ACTIONS SELECTION Stakeholders Examples of Actions Governments  Supplement infrastructure investments with logistics capability investments  Use regulations to improve working conditions in the logistics sector  Facilitate multi-stakeholder collaboration  Enhance the image of logistics within the country  Provide direct and indirect support for training initiatives  Raise skill level in state-owned logistics businesses  Consider additional funding for logistics education programs meeting certain standards  Develop business plans and investment cases for raising skill levels of logistics employees  … Companies  Implement regular in-house training on all hierarchical levels by internal experts  Design standardized training programs with external support (from professional associations or training agencies)  Consider further development of soft and leadership skills to build on basic competences  Device career paths for logisticians  … Educational Institutions  Offer logistics courses and degrees locally  Collaborate with institutions specializing in logistics abroad  Leverage logistics associations and public-private-partnerships  Facilitate collaboration with local companies Design up-to-date logistics curriculum and apply modern teaching methods  Design logistics student exchange programs  Set up joint logistics and SCM programs with universities abroad (e.g. double degree)  …
  11. 11. SLIDE 10PROF. DR. KAI HOBERG CONCLUSIONS 1. Our first phase provides evidence that confirms that there is general shortage of qualified logistics staff at all levels 2. Logistics skills shortage has many causes – we need a range of policies and actions to correct it 3. Toolkit has been developed to help governments assess logistics skills shortages 4. Recommendations from toolkit should provide recommendations for governments on how to proceed
  12. 12. SLIDE 11PROF. DR. KAI HOBERG THANK YOU VERY MUCH FOR YOUR ATTENTION Prof. Dr. Kai Hoberg Associate Professor of Supply Chain and Operations Strategy Kühne Logistics University – The KLU Tel.: +49 40 328707-201 Mob.: +49 160 947 64441 E-Mail: Kai.Hoberg@the-klu.org Website: www.the-klu.org
  13. 13. SLIDE 12PROF. DR. KAI HOBERG IF YOU HAVE THE CHANCE TO COME TO GERMANY VISIT KÜHNE LOGISTICS UNIVERSITY IN HAMBURG  A private, independent, state- accredited university – founded in 2010  A university with expertise in logistics and management  3 M.Sc., a Bachelors, an EMBA and a PhD programs – 270 students  23 professors plus contributions from a group of external academics  Ranked #3 business school in Germany
  14. 14. Chart 13 BACKUP
  15. 15. MACAO | JUNE 13, 2017 DEVELOPING LOGISTICS COMPETENCES AND TRAINING IN THE WORLD CILT INTERNATIONAL CONVENTION KAI HOBERG, ALAN MCKINNON, CHRISTOPH FLÖTHMANN, MORITZ PETERSEN
  16. 16. SLIDE 15PROF. DR. KAI HOBERG APPROACH FOR TOOLKIT Phase 1: Preparation Phase 2: Assessment Phase 3: Recommendations Documents Dossier on Country Specifics Preliminary Assessment Report Adapted Interview Guide Final Assessment Report Flow of Activities Define Objectives of Assessment Perform “Quick Scan” of Country Refine Objectives of Assessment Compose Sample of Interviewees Conduct Interviews Assess Maturity Levels Prepare Preliminary Assessment Report Identify Policy Responses Schedule Interviews and Adapt Interview Guide Conduct Focus Group Discussion Prepare Final Assessment Report
  17. 17. SLIDE 16PROF. DR. KAI HOBERG RESULTS PHASE 1: PROFESSIONAL ASSOCIATIONS CAN HAVE A BIG IMPACT

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