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graduates should look for rotational programs at large companies or operational
supervision roles. After three to five years
of strong performance, they should then
be able to seek a manager’s role for five
or more years before looking for senior
manager positions. While there are a
variety of career paths available to new
employees, someone who is just leaving
college should not expect to be in a senior
position in three to five years, particularly at a large company. Those roles
require many years of experience as well
as competency in many different skills
and functions.
Through case studies, presentations,
and career-focused student associations,
students can learn about the many career
paths available to them. These experiences should teach students what is required
of professionals in corporate, operations,
and service provider roles. They also
should help students understand the time
commitment as well as the technical and
soft skills they will need if they are to be
considered for higher-level positions.
While career advancement is important, it is not the only factor that motivates
the next generation of talent. Younger
employees cite work-life balance as the
top factor in selecting a job. They also
seek a flexible work environment, and
they want to work on projects that interest them, which might not be in alignment with the job where they are currently employed. 4
That is all good in theory, but many
recent graduates and new hires have a
very unrealistic expectation of the work-life balance they can achieve in supply
chain management careers. In conversations, students and young professionals
often mention that they are seeking jobs
with flexible work hours, exercise facilities, and a relaxed dress-code policy.
While there are some companies that
provide these benefits, many of the supply
chain jobs that can lead to advancement
require long hours in warehouses or manufacturing operations.
The reality of our profession is that
fun and relaxing work environments are
not standard. To help bridge the supply
chain talent gap, employers and educators
need to provide students with a realistic
motions handed to them, without
putting in the necessary time and
effort or delivering results to their
employer’s bottom line. As a general
manager for a multibillion-dollar
distribution company put it during
a session at the Council of Supply
Chain Management Professionals’
2013 Annual Global Conference,
“They all want to be vice president
in six months.”
To prevent disillusionment and
frustration, educational institutions
and employers need to work togeth-
er to present to students a typical
career path. For example, under-
