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From Supply Chain to General Management: Maximising Talent Potential
INDUSTRIALS 360o
A PROCO GLOBAL REPORT
Certainly, supply chain professionals can be internally-focused, and might lack the bigger picture perspective on customers and markets that their colleagues in other functions have developed. They might, historically, have suffered tunnel-vision, and failed to know enough about the broader business.
But we have witnessed the role of the supply chain professional changing enormously in the years since the global financial crisis, as the universal pressure on margins has forced all businesses to up their games. The supply chain function has developed from being a purely executional function to being global and strategic, with the senior professionals that we work with now responsible for sizeable budgets and being asked to co-create and deliver entire business strategies. They are often driving value creation and working with research and development and manufacturing to reduce the complexity of products, enhance relationships with suppliers, and save money through smarter sourcing.
As such, the modern supply chain executive has enormous experience of running large-scale global operations, of team building and empowerment, of decentralisation and of cross-functional leadership. Supply chain professionals are often used to working across the organisation, understanding the entire value chain, and dealing with both internal and external stakeholders. They are, above all, very close to the entire business and its challenges.
Where supply chain experts are encouraged to interface with customers, or given P&L responsibility, the results can be compelling, and yet this type of talent development so often comes far too late in the career of an aspiring professional.
This report is the first of our new Industrials 360o series, and is published by Proco Global’s Industrial Equipment team, which is focused on conducting high-calibre talent searches across the entire supply and value chain, end-to-end, for the world’s leading industrial businesses. We work across all strands of industrial equipment and machinery manufacturers (from high volume-low mix to engineered-to-order), as well as up to large infrastructure EPC businesses. We’re delighted that over the following pages we have been able to interview some of our senior contacts in this market who have made the transition from supply chain roles into general management and beyond.
Unfortunately, it is not a well-trodden path, and for a wide variety of reasons, senior supply chain professionals are often overlooked when general management positions become available. Instead, we see extremely capable Chief Operating Officers, Global Heads of Supply Chain, or Chief Procurement Officers, moving from one organisation to another in the same role, rather than continuing to progress up the hierarchy within their corporations.
In this paper, we take a 360-degree look at this, and investigate what is preventing more supply chain leaders from progressing further. Classically, chief executives and general managers come up through sales and marketing, or have business and finance backgrounds, and assumptions are made about the supply chain professionals, who are seen as having different skillsets.
Welcome to this Proco Global report, ‘From Supply Chain to General Management: Maximising Talent Potential’, in which we hope to shed some light on the talent pool that exists within the supply chain functions at major corporations, and encourage those businesses to invest in that talent as potential future leaders.
INTRODUCTION
As part of our research for this report, we conducted a survey of supply chain professionals, asking them about their own personal opportunities to progress into general management. We had close to 100 responses, from a wide range of sectors. Most people told us they felt they understood the skills they needed to make the move into general management, they possessed those skills, and yet they were not being given the training to make the transition. We were told there are too many hurdles to overcome, and often the company culture and leadership team does not support such a move.
Over the following pages, we aim to challenge this status quo, and inspire both organisations and individuals to de-velop supply chain talent to reach far greater potential. We hope that this report will act as a catalyst for debate: there are risks and challenges to be overcome on both sides, but we genuinely believe that the long-term goal of every supply chain professional can be general management, and that the company environment can be enhanced by putting in place the pre-conditions to make this possibility a reality.
I hope you find the insights in this paper to be both useful and thought-provoking. Should you wish to discuss anything further, please don’t hesitate to get in touch with me, or your usual Proco Global contact.
Introduction
Johannes Pieper Business Director, Industrial Equipment
Proco Global, Frankfurt
CAREER HISTORY: Feb 2014 – Feb 2017 EVP – Head Group Business Services & CPO and VR President Oerlikon IT Solutions,
OC Oerlikon Management
May 2013 – Feb 2014 Group CPO and SCM, OC Oerlikon Management
Nov 2006 – Mar 2013 CPO – Senior Vice President, Schindler Management
Jun 2002 – Oct 2006 VP eProcurement and Strategic Purchasing Services, Schindler Management
Jan 2000 – May 2002 Head Purchasing Strategic Technology, Continental
Sep 1997 – Dec 1999 Key Account Manager, Daimler Chrysler, ContiTech Fluid
Aug 1995 – Aug 1997 Project Application Engineer OEM, ContiTech Fluid
Jul 1994 – Jun 1995 Trainee, Bosch Japan
When I was largely focusing on supply chain management, I saw a lot of peers moving from one CPO role to the next, in different sized companies, but the scope of work was always the same. In so many cases the companies just wouldn’t take the perceived risk to give them more responsibility, for whatever reason. I was always focused on two paths – to be a COO, as I am now, or alternatively to work in fully-fledged P&L general management. You could say I was lucky, but a broad foundation is a must, and I have spent a lot of time in operations, and in all sorts of other things.
Jochen WeyandtExecutive Vice President – Head of Business Unit Automotive Solutions
Feb 2017 – Present
• Most professionals surveyed felt that they possessed the skills necessary to move into general management, but told us they are not given the training and coaching necessary to help them make that transition.
• Our survey respondents say there are too many hurdles to overcome within their organisations, and that the business culture does not encourage them to move into general management.
• The role of supply chain professionals has materially transformed in the past decade, so the credentials of those in the function have radically strengthened.
• Today’s supply chain leaders possess many of the skills necessary to run companies, including leadership responsibility, a holistic and global view of the business, team and project management expertise, stakeholder engagement skills, and a grasp of the value creation levers.
• Companies must take action to identify future leaders early, wherever they sit in the business, and accelerate high-potential talent both horizontally and vertically.
• Leadership teams should ensure they have supply chain expertise and make sure the function has visibility and credibility at all levels.
• Individuals need both a management career roadmap and a functional career roadmap, and should ensure they build skills in customer engagement, P&L management and product development.
With thanks to: Annalisa Mancini (FHDW), Steve Meszaros (General Electric), Jochen Weyandt (OC Oerlikon Corporation), Michael Thurow (interHRconsult), Michael Frei (Outotec), Magnus Berg (DeLaval)
Executive Summary
A CAREER IN FOCUSEXECUTIVE SUMMARY
A number of key themes emerged from our interviews with senior supply chain professionals who have moved into general management roles, and our survey of supply chain professionals looking at their career options. In summary:
Research Findings
We asked a cross-section of 95 supply chain professionals, both male and female and working all over the world, about their opportunities to move into general management.
The respondents worked across various industry sectors, with the vast majority working at Director level or above, including C-suite.
Most felt that they understood the skills that they need to move into general management, and possess those skills, but told us that they are not given the training and coaching necessary to facilitate them making the transition. Respondents told us there are too many hurdles to overcome within their organisation, and that the culture of the business does not encourage them to move into general management.
Strongly agreeAgree
UndecidedDisagree
Strongly disagree
My company provides me with the training and coaching/mentoring (e.g. by current senior GM’s in the company) required to move into a General Management position
I have the necessary skills and leadership skills required for a General Management position
I have a clear understanding of what I will need to do to make the move in a General Management position offering e.g. lateral assignments or job rotation programmes for high-potential supply chain professionals
There are many reasons why supply chain professionals do not get promoted to general management positions – some of them are based on outdated views of the supply chain function and the skillset of those within it, and others based on a rational assessment of the talent pool on offer.
Moving into management
Historically, it is certainly the case that the majority of general managers and chief executives of leading industrial corporations have tended to come from either the marketing or sales side of the business, or have boasted strong business and/or finance credentials.
But now is the time to challenge this traditional status quo, and organisations would be well-advised to look again at the talent pool within their supply chain capabilities. Two things have changed in the past decade, largely since the onset of the financial crisis: first, the role of the supply chain professional has materially transformed; and secondly, as a result, the credentials of the individuals working in the supply chain function have radically improved.
A decade ago, it might have been realistic to talk of supply chain professionals as inward-looking and unnecessarily focused on their own activities, rather than those of the broader business. But things have moved on.
Jochen Weyandt is Head of Business Unit, Automotive Solutions, at OC Oerlikon Corporation, the Swiss-headquartered technology group. Effectively working as a CEO, he has a background in supply chain and says: “Since the financial crisis, things have really changed. Today, the best performers are no longer necessarily in sales.”
He adds, “Sometimes people get very quickly promoted into general management functions from either finance or sales because the focus of the company is on the top line. But I believe the supply chain guys, if they have had an integrated supply chain experience and leadership responsibility, are looking at the company much more holistically, because managing costs, operations, sometimes even the systems underneath, means they look at the customers from a different perspective.”
In other industries, there are many examples of major corporations building their success on the back of their supply chain: just look at companies like Nokia and Amazon, to name but two. Tim Cook, the chief executive of Apple and successor to founder Steve Jobs, spent his early career at the firm in worldwide operations, closing factories and warehouses and replacing them with contract manufacturers to reduce the company’s inventory from months to days.
But while such moves may be more common in technology firms, and increasingly in the automotive sector, today’s supply chain professionals working in major industrial businesses similarly possess the skills to run the companies. In other sectors, purchasing has long been seen as a critical element of top-line growth, and since the crisis, the same has become increasingly true in industrials, where the focus has turned to costs.
I work in a company that has a culture and a leadership team that supports supply chain leaders moving into a general management position
There are too many hurdles to overcome in my organisation to allow me to move into a General Management position
MOVING INTO MANAGEMENTMOVING INTO MANAGEMENT
There is a growing recognition that it is the purchasing function that permits the company to generate value, but what needs to be more broadly understood is that supply chain professionals are no longer focused purely on cost reduction, but more on value creation.
Annalisa Mancini was, until last year, the Vice President of Global Purchasing at Lenze, the German-based company focused on developing and manufacturing automation systems. She is now a Visiting Professor at German university FHDW, and says supply chain professionals are often wrongly overlooked for general leadership: “It’s not easy for people coming from purchasing and supply chain to move into general management, particularly in the industrials sector, because purchasing is still very often seen as a lower level. Companies don’t see purchasing as being part of the executive, and many of the activities that go on in the function are not visible. Purchasing is cost management, and very often companies in the industrials sector are not organised to properly measure the effect of purchasing on the financials, on the P&L and on the balance sheet.”
But she says that to overlook the function is to miss out on a valuable talent pool: “If you’re in purchasing, you completely understand the whole process of industrials; you deal with development, manufacturing and distribution, and when you deal with the customers, because you are used to managing suppliers, you know how the world outside is working,” says Mancini.
Very often it is that lack of customer exposure, as well as limited exposure to product design and management of the balance sheet, that holds supply chain people back from consideration for broader management roles. Steve Meszaros, now Vice President of Supply Chain for General Electric in China, and previously Senior Vice President, Gas, at Alstom Power, says that can be an issue for supply chain professionals: “In a sophisticated business, where you’re developing sophisticated products, you need to have had experience in some way, shape or form of developing,
designing, and planning those products, and ideally some experience of dealing with customers, either in sales or project management,” he says.
If supply chain people can build up those skills, they become formidable talents, says Meszaros: “Supply chain is the most ‘real-world’ of all the functions in the company where people have to deal with significant issues on a daily, or even hourly, basis. If you have good people with the capability to work across the business, a strong supply-chain background brings a lot of benefits, because they fundamentally understand how the company works better than many others do.”
He concludes: “Supply chain is a great background to run a business, because ultimately that’s where the money is made, producing the products and having a full understanding of the levers you can pull to improve performance.”
Supply chain leaders are typically used to acting globally, running large-scale operations, managing a significant proportion of the company budget, and acting across the entire value chain. They will deal with a wide array of internal and external stakeholders, and typically building cross-functional leadership skills as a result of working alongside many other parts of the business to take products to market.
But too often supply chain professionals can get cornered, and companies can be disinclined to take the risk on individuals that they consider to be lacking in the breadth of experience to see the bigger picture. The reality is that the role of the supply chain professional has transformed, and those that put the effort into getting customer, product and P&L experience, can represent compelling candidates for CEO positions. The biggest challenge can be credibility, and there are things that both individuals and companies can do to ensure opportunities are opened up to the pool of supply chain talent that might otherwise be being overlooked.
Supply chain is a great background to run a business, because ultimately that’s where the money is made, producing the products and having a full understanding of the levers you can pull to improve performance.
A CAREER IN FOCUS
Furthermore, 51% supported the notion that there are too many hurdles to overcome within their organisation to allow them to move into a general management role. And only 33% agreed when asked whether their companies provided the necessary training, coaching and mentoring to support their move into general management.
And so if talented professionals have the skills to move on, but feel their companies are not supporting them in doing so, what should industrials businesses be doing to tap into the available talent pool? Many of our interviewees talk of supply chain professionals getting siloed, or being ignored until they reach such a level of seniority that they are judged too late in their careers to learn new skills. Once in CPO or global head of supply chain roles, it is difficult to suddenly add customer exposure or P&L management credentials to the CV.
Meszaros says industrial companies need to start developing high-potential managers early on, wherever they sit in the business, through assignments that give them broad cross-functional exposure. He says: “Where I had the advantage in my early career at Ford was that I spent time in a plant, then I moved to a staff function, then to product design engineering, then back to a factory, followed by a position in vehicle programme management.”
He adds, “I got to see different aspects of the business more broadly, and high-potential managers were moved both up and across functions at Ford. They had mechanisms for high-potential people to be accelerated both vertically and horizontally, and sometimes both at the same time.”
Developing the general managers of tomorrow
Supply chain professionals need support early in their careers so that they can garner exposure to as much of the business as possible, and build the necessary skillsets, before they take on senior business leadership roles. If a senior supply chain professional has senior business leadership potential but lacks particular experience, give them a development project to lead, argues Meszaros, and protect their pay grade for a few years while they build out their capabilities.
Magnus Berg has not long been promoted to Managing Director of the Americas for DeLaval, a leading food production equipment manufacturer, after seven years as Vice President Supply Chain. He says he is learning to take a higher vantage point, and accept that he does not have all the specific matter skills, but has an able team around him. He argues that his supply chain experience of running large-scale global functions, building teams, decentralising operations and empowering individuals is just what is needed for general management: “The classic supply chain operations role is much more commercial than it was five or ten years ago, and will continue to evolve,” he says. “So why not look at that part of the company to widen the talent pool when you want to promote people into commercial and general management?”
His advice to corporations is that CEOs should themselves spend more time appreciating the value of supply chain and operations, and in turn build the visibility of the function across the wider business. He says: “If you have a CEO who really understands that if you have a strong operational capability that will add value to your customers, then there
In our survey of supply chain professionals, only 30 out of our 95 respondents agreed that their company has a culture, and a leadership team, that supports supply chain leaders moving into general management positions.
Steve MeszarosVice President, Supply Chain, China; GENERAL ELECTRIC
Jul 2016 – Present
CAREER HISTORY: Nov 2015 – Jul 2016 Integration & Global Projects Leader, Gas Power Systems, General Electric;
Jan 2014 – Oct 2015 Senior Vice President, Gas, Alstom Power;
Oct 2008 – Nov 2013 President, Electronics Product Group, Visteon Corporation;
Sep 2005 – Sep 2008 Vice President, Electronics Product Group, Visteon Corporation;
Feb 2001 – Aug 2005 General Manager – Yanfeng Visteon & Managing Director – China, Visteon Corporation;
Jan 1999 – Jan 2001 Managing Director, Interior Systems (UK & Germany), Visteon Corporation;
Aug 1996 – Dec 1998 Vehicle Line Manager – C-Car, Ford Motor Company;
Jan 1994 – Jul 1996 Production Area Manager, Ford Motor Company;
Sep 1986 – Dec 1993 Various Engineering & Management Positions, Ford Motor Company
Where I had the advantage in my early career at Ford was that I spent time in a plant, then I moved to a staff function, then to product design engineering, then back to a factory, followed by a position in vehicle programme management. So I got to see the different aspects of the business more broadly than just supply chain. Ford was quite good at developing potential leaders – they would move you both up and across functions, and I moved horizontally several times as part of their mechanism for developing high-potential business leaders.
is a good starting point to build from. If the CEO is not looking at it like that, it’s more difficult. The CEO needs to give the head of operations and the supply chain team the opportunity to take a position on how to gear the operations within the company to really create customer value, and then follow through to really grab the customer dimension.”
And just as the CEO should work on involving the supply chain more broadly, so efforts should be made to ensure all leaders of a company know how that function operates. Weyandt argues, for example, that all candidates identified for general management should spend between two and four years in supply chain as a mandatory part of the management career path, so that companies end up with people at the top who fully appreciate the function.
Michael Frei is a former member of the Executive Board, Senior Vice President and Chief Purchasing Officer at Outotec, the global leader in minerals and metals processing technology. He says supply chain professionals need general management role models to look up to: “You have to have supply chain leaders who move into general management, and then the prestige will start to change. That’s one of the key contributors,” says Frei.
He adds, “You need to offer individuals both a functional career path and a leadership career path, and supply chain needs to be seen as one of the functions on the leadership track. If you see a number of great leaders from supply chain moving into senior management, that’s the best way of changing perceptions. It is very much up to us as leaders in supply chain to carry the torch.”
There are two abiding messages: raise the understanding of the supply chain function within the leadership team and across the business; and invest in supply chain professionals early on to ensure they have the capabilities to go on to general management. Where possible, up-and-coming supply chain talent should be given a chance at P&L responsibility, and should be given decent customer exposure. And supply chain professionals should be on the board, both as role models for others to look up to, and to bang the supply-chain drum at every opportunity.
There is no golden bullet, but a strong focus on identifying and developing talent, early on and wherever it sits in the business, is surely a lesson for industrials companies to take away.
CAREER HISTORY: Mar 2009 – Sept 2016 Vice President Supply Chain, DeLaval
Oct 2006 – Mar 2009 Vice President Operations, Sony Ericsson
2003-2006 Vice President Operations, Duni Inc.
2000-2002 Consultant, Acando
1997-2000 Director Purchasing, Assa Abloy
1993-1997 Consultant, McKinsey
I’ve just moved up in to the managing director role for North America, Canada, Mexico and South America, with full commercial responsibility. It’s very different, in that I don’t have the subject matter skills I had in previous positions, so I need to put even more focus on building a good team around me. I need to be even more clear on the role that I need to take, and I need to take a higher vantage point, trying to look around the corners and put the longer-term vision more clearly in place. So far, after eight months, that’s the focus I’m taking; I’m not stepping in and replacing existing people’s relationships, I’m coaching and leading to develop the commercial team.
A CAREER IN FOCUSDEVELOPING THE GENERAL MANAGERS OF TOMORROW
Magnus BergManaging Director Americas, DeLaval
Sept 2016 – Present
TOP 10 TIPS FOR COMPANIES
Raise the profile of your supply chain function, so that everyone understands its role in the business.
Focus on identifying and developing high-potential managers early, wherever they are in the business.
Accelerate high-potential employees both vertically and horizontally, to give them full exposure to the business.
Give talented senior supply chain personnel development projects to lead, while protecting their pay, to broaden their view.
Every candidate identified for senior management should spend two to four years working in supply chain.
Make sure supply chain talent gets customer exposure and unit leadership responsibility as their career progresses.
CEOs need to spend time in supply chain and operations, and give that team the opportunity to shape operations and create customer value.
Where possible, give young supply chain talent a chance at P&L responsibility.
Work to have supply chain representatives on the Board, to increase visibility.
Make the most of role models and torch bearers who can show the steps from supply chain to general management.
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First, 64 out of 93 respondents said that they have a clear understanding of what they needed to do to make the move into general management. And then, 86% told us that they have the necessary skills, and leadership skills, required for a general management position.
And yet it cannot just be the companies that are failing to grasp the nettle of a talent pool being inexcusably overlooked. So, what can individuals do to overcome the hurdles being put in front of them, and to position themselves for promotion?
The first tip for senior supply chain professionals is to stop the merry-go-round of moving from one CPO role to another, and instead challenge for promotion. That is what Magnus Berg did at DeLaval: “A year ago I had a discussion with my boss about what next. I had been seven years with DeLaval, running end-to-end supply chain, and I said I need to do something else. We either needed to talk about opportunities within DeLaval, or I could start to look at opportunities elsewhere.”
He adds, “That led to a decision to ask me to run the Americas commercial cluster. I gave it some thought, and concluded that I would give it a shot.”
Michael Frei adds: “When you want to make the step from supply chain into general management, it’s much easier to do it when you are within a corporation. So you need to do a good job in supply chain and show you are a good leader, and build credibility, then grasp the opportunity to move into general management. If you have been doing supply chain, and you change jobs, the market will always pull you back to your fundamental expertise.”
Shaping a future in general management
That philosophy applies both at senior levels in a supply chain professional’s career, and much earlier. For supply chain experts who have an eye on general management in the longer term, the key is to gain broad experience across functions early on, which means achieving exposure to customers, P&L, and sales and marketing credentials.
Michael Thurow has 25 years of international HR management experience and is head of interHRconsult. He works as HR Interim Manager and Project Leader and says he has seen several supply chain experts make the transition into general management. His advice to those starting out is to diversify early: “If I had CEO ambitions, I would make sure that early on in my career I changed across functions,” says Thurow. “A vertical career in operations is probably not going to lead to a CEO role. When you have several years of experience as a logistics or procurement manager or at a factory leader level, that may be the last point where a sideways move is still possible.”
He adds: “If you have made a good career in the supply chain side of the company, you want to make sure the same company moves you into a role in sales or marketing. Even within companies there is a reluctance to move people across functions, so there are barriers to break down on both sides in order to make those cross-functional moves.”
Such advice is oft-repeated by those that we interviewed who have successfully made it into general management. Get involved outside the supply chain; make horizontal moves, and even take steps back, to broaden your experience, and keep studying. Jochen Weyandt, now in a COO-equivalent role, says: “I would say that, on the finance side, where I never spent any professional
time, it helped that I did an MBA. That combination matters. I wouldn’t say I regret not spending more time here or there, because ultimately you have teams underneath you dealing with the details. But I do think that it adds value to do an MBA.”
Taking the time out to study for an MBA can also provide a good opportunity for a switch into a different business unit upon your return.
Annalisa Mancini also advises junior supply chain professionals to keep on studying, while building up an understanding of the entire value chain, and spending time dealing with external stakeholders.
Magnus Berg suggests as follows: “I have planned very little, but I gained a lot from those couple of years in consultancy positions early on, where I really had to think about how things hang together and focus on recommendations. That helped me for sure, with daring to take the customers’ perspective, and taking time to get closer to the customers.”
He adds: “If you’re an introvert, or too process-orientated, you might struggle a bit on the commercial side where it is, by default, a much more ambiguous working environment. Otherwise, I think if you’re in supply chain, you need to be able to relate to the P&L of the company, and somehow find links between what you do and how it is impacting the customers and the balance sheet. If you ingrain that into how you operate, and into your dialogue with your team, that sets a good backdrop for a path into general management.”
Perhaps the best advice for those starting out is to have a clear career path in mind, and take care to build the skills you need, and get exposure to the necessary business units, on the way up.
There seems little doubt that the role of the supply chain in business success will only increase in the years ahead, with companies like Ikea and Amazon already creating huge customer value from supply chain dynamics. As more and more companies make that realisation, more supply chain professionals will inevitably get tapped for larger roles, and those that have taken the steps early on to develop the necessary skillsets will be the first ones to prosper.
SHAPING A FUTURE IN GENERAL MANAGEMENT
One thing that came through loud and clear from our survey was that the supply chain professionals that we interviewed felt ready, willing and able to move into senior management.
TOP 10 TIPS FOR INDIVIDUALS
Build your skills in operations management, value chain management, strategic purchasing methodologies, negotiating techniques, and languages.
Get exposure to the rest of the business early in your career, and get involved outside of supply chain, before you become too senior to move around. Make horizontal moves, and even take steps back, if it helps you broaden your experience.
If you’re working in a product business, seek out opportunities in developing, designing and planning products.
Take P&L responsibility if you are given the opportunity.
Keep studying – it helps to get an MBA – as taking time out can present new opportunities on your return.
You need to be able to show the ability to orchestrate change, and to mobilise teams.
Build your skills in stakeholder engagement, particularly with customers, and demonstrate that you can see the bigger picture.
Don’t get siloed – build your credibility and your network across the organisation.
Have a clear vision of both your functional career path, and your leadership career path.
Spend time in consulting early on in your career, to work out how it all hangs together, and to take the broader perspective.
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Johannes Pieper, Business Director+49 (0) 69 3487 65981+49 (0) 179 1466 [email protected]
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James Egremont, Manager+65 3152 0664
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Reaching talent far and wide
