Feature be evaluated with plans to develop in- house mastery and drive adoption of new enabling technologies,” she said. “Amid the shift toward increased au- tomation, companies are facing both a misalignment and shortage of skills needed to operate in a more automat- ed, digitally enabled environment. In a recent EY survey ‘Reinventing the sup- ply chain for an autonomous future,’ only 44 per cent of respondents said their employees were prepared for dig- ital innovation in the supply chain. For a supply chain to operate optimally and continuously improve, technologies such as IoT, robotic process automation and machine learning must be guid- ed and constantly managed by skilled professionals.” Sanders said that when it makes to upskill, enterprises should sense focus resources on strategic core functions, leveraging tools to enable vir- tual on-demand training and knowledge sharing. Companies can also enable a qualifications program to build in-house mastery, with rewards aligned to core functions, thereby creating a culture of continuous learning. “Traditional learning models are take micro-credential courses in what- ever they need to know in their new job environment. Examples of micro- credentials offered across Alberta’s post-secondary institutions include ma- chine learning and artificial intelligence, intelligent supply chain and leadership in future technology. “Anyone can get that skill, using an- alytics software, to make sense of data in their workplace,” said Bhatti, adding that other areas of upskilling, beyond technological, include leadership, com- munication, decision-making under uncertainty and cultural awareness. In a blog, Regenia Sanders, EY Consulting U.S.-Central supply chain and operations leader, wrote that tech- nology will make things possible; talent will make them happen. “To fully unleash the power of digital investments, companies must re-eval- uate their organization structures to organize themselves in a way that en- ables speed to innovation. Employee skill sets across the workforce need to 20 • SUPPLYCHAINCANADA.CA TRADITIONAL LEARNING MODELS ARE OUTDATED AND SHOULD BE REPLACED BY MODULES THAT ARE GAMIFIED, WITH BADGES, CHALLENGES AND LEADER BOARDS. proving to be outdated and should be replaced by modules that are gami- fied, with badges, challenges and leader boards. Interactive training modules can even involve augmented reality for com- plex tasks. Evolved training models can account for how to engage the work- force across generations, factoring in different learning styles,” she said. “Companies might also exploring the ‘citizen developer’ move- ment, which enables workforces consider to innovate and upskill from within, es- sentially incentivizing them to automate their own jobs. In a traditional approach, a company would ordinarily turn to a technology company to insert its dig- ital knowhow into operations after it learns about understanding the culture, business and tasks involved – a time- consuming process. Through the citizen developer movement, that approach is turned upside down: your people learn coding, for example, and apply that knowledge to what they understand the best: their day-to-day roles.” © Rawpixel.com / shutterstock.com
Powered by The Davis Media Company Inc.
Supply Chain Canada Issue 1, 2022
| Title Name |
Pages |
Delete |
Url |
| Empty |
Search Text Block
Page #page_num
#doc_title
Hi $receivername|$receiveremail,
$sendername|$senderemail wrote these comments for you:
$message
$sendername|$senderemail would like for you to view the following digital edition.
Please click on the page below to be directed to the digital edition:
$thumbnail$pagenum
$link$pagenum
Your form submission was a success. You will be contacted by Washington Gas with follow-up information regarding your request.
This process might take longer please wait
