Talent is called out more often than technology disruption, slowing growth, supply risk and regulatory policy. Left out are the foundational aspects of a comprehensive talent strategy that would help supply chain not only perform better, but would position it for a future where technology and analytics are huge performance differentiators. And where value comes not from owning, but from sharing, providing and leveraging critical capital assets, where smart machines, flexible robots and augmented reality revolutionize how work is done.
Supply chain leaders must lead and navigate a fundamental workforce rethink in line with evolving requirements in these areas.
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