SUPPLY CHAIN: BRANDING AND TALENT MANAGEMENT

Shreeni Rengarajan, Director of Supply Chain

Würth Industry North America

Institute of Supply Managers – Apr’19

© Würth Industry North America

• The Würth Group – Background (History, Business, Size & Organization)

• Würth Industry North America (WINA) – What we do and how we are organized

• Supply Chain Management : Branding

• Talent Management Cycle

• Feedback

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AGENDA

WÜRTH GROUP

WORLD MARKET LEADERin the trade with assembly and connecting materials

74,000 employees worldwide

Driving force of our success is DIRECT SELLINGEvery day, 33,000 sales representatives

visit 300,000 customers

Core product range comprises 125,000 products

EUR 13.6 bn. annual sales 2018 – 7.1% increase YOY

Over 400 legally independent companies

in more than 80 countries

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STRATEGIC BUSINESS UNITS WÜRTH GROUP

© Würth Industry North

America

SHARE OF SALES OF THE DIVISIONS 2017

THE WÜRTH GROUP: FIVE PRINCIPAL SUCCESS FACTORS

SALESAbout 60 % of all employees are in sales/1,700 branch offices

INTERNATIONALIZATIONMore than 80 countries

DECENTRALIZED STRUCTURE400+ fully operational independent companies

QUALITY

BRAND

WÜRTH INDUSTRY NORTH AMERICA (WINA) AT A GLANCE

• TRUSTED LEADER IN INVENTORY MANAGEMENT & INDUSTRIAL DISTRIBUTION

• EXCELS AS SUPPLY CHAIN SOLUTION PROVIDER AND PREMIER DISTRIBUTOR OF C-PARTS, FASTENERS, PRODUCTION CONSUMABLES, SAFETY EQUIPMENT, AND MORE.

A-stable outlook from Standard & Poor’s More than 2,200 employees Driving force of success is direct selling Core product range comprises of more than100,000 products

Annual sales 2017 were $816.6M 13 legally independent companies

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WÜRTH INDUSTRY NORTH AMERICA FOOTPRINT

80+ INVENTORY LOCATIONS ACROSS THE U.S., CANADA AND MEXICO

NEW DISTRIBUTION CENTERS

Minneapolis

Houston

Atlanta

Indianapolis

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SUPPORTING INDUSTRY LEADERS

© Würth Industry North

America

Supplier

Plan

CustomerCustomer’sCustomer

Suppliers’Supplier

Make DeliverSource DeliverMakeSourceDeliver SourceDeliver

Internal or External Internal or External

Source

PlanPlan

Return

Return Return

Enterprise

External Collaboration

Internal Collaboration

External Collaboration

Span of our Supply Chain Process

SUPPLY CHAIN PROCESS

SUPPLY CHAIN FRAMEWORK

HEALTHY & PROACTIVE SUPPLY CHAIN

ENTERPRISE STRATEGIC SOURCING

ENTERPRISE QUALITY

MANAGEMENT

ENTERPRISE INVENTORY

MANAGEMENT

ENTERPRISE LOGISTICS AND

FREIGHT

DATA, DOCUMENT MANAGEMENT AND GOVERNANCE

TECHNOLOGY PLATFORM

Collaboration Flexibility Confidence Transparency Control

FAST GO TO MARKET

OPERATING & PLANT LEVEL SUPPLY CHAIN FUNCTIONS

LEGAL & REGULATORY RISK MANAGEMENT METRICS AND REPORTING

Using PQLIR to enhance the customer experience while lowering total cost of acquisition

PQLIR: SALES/SUPPLY CHAIN

Where does the branding of your

supply chain fall in this spectrum

Afterthought Trusted Business PartnerCall when I have to

KEY STAKEHOLDER PERCEPTION

SUPPLY CHAIN INITIATIVE AND RISK MANAGEMENT

Always Reactive ProactiveHalf and Half

Oh no, what will I be blamed for next? Take Charge!Happy to help if I can

SUPPLY CHAIN MORALE

Standalone Decisions Listens to Voice of Customer and includesIncluding if necessary

COLLABORATION AND PARTNERSHIP

Ad hoc, Undocumented and Institutional Documented and Continuously Improving Documented as necessary

STRATEGIC PROCESSES

THE SPECTRUM: WHERE IS YOUR SUPPLY CHAIN BRAND

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TALENT MANAGEMENT CYCLE

HIRING• Education• Certification• Experience• Attitude• Professionalism• Cultural Fit

DEVELOPING• Training Programs• Mentoring Programs• Rotational Assignments• High Potential Programs• Networking

RETAINING• Recognition• Promotion• Leadership Roles• Challenging Projects• Motivating Assignments

PLANNING• Branding• Talent Pipeline• University Tie-up• Internship• Future outlook• Communication

Does your

company follow

Talent

Management

Cycle?

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PROFESSIONAL NETWORKING

How many of your Supply Chain

Professionals are actively NETWORKING

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EMERGING NEEDS

• Block-chain Technology

• Cyber Security of Supply Information Chain

• Internet-of-things (IoT) in Real-time Supply Chain Tracking

• Risk Management using Advanced Statistical Methods

• Smart-phone integration of day-to-day supply chain activities

• Autonomous Transportation for delivery fulfilment

• Real-time Network Simulation

• Environmental Sustainability & Carbon-negative Supply Chain

• App-based Economy specific needs Supply Chain Management

• Automation/Robotics in Warehouse and Distribution Management

• On-Demand Rapid 3D Printing

How many of your Supply Chain Professionals are

prepared for theseemerging needs?

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TALENT MANAGEMENT: CURRENT STATE, FUTURE STATE & ROADMAP

CURRENT STATE

• Lack of emphasis on talent management• Poor planning & Weak Pipeline• Preference to hire from with the Industry• No emphasis for Certifications

FUTURE STATE

• Supply Chain branded best in the organization• Creating Business Value through Talent• Robust pipeline of Talent• Take the organization to next step (Emerging needs)

ROAD MAP

• Plan : Hire : Develop : Retain (Talent Management Cycle)• Emphasis on Supply Chain Major (Education)• Hiring from outside the industry where Supply Chain has higher importance (Experience)• Emphasis on Continued Knowledge (Certifications)

Würth would like feedback on;

• SCM Branding strategies/tactics you have adopted within your enterprise

• Perceived value of your SCM function in the spectrum (Page 11)

• Talent Management strategies/tactics you have in your enterprise

• Proportion of your SCM employees who are certified

• How actively your SCM employees network within and outside

• How well prepared is your SCM function for the future

• Any other Best Practices you would like to share

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FEEDBACK DESIRED

THANK YOU

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