Feature experience, skills and achievements in a way that gains attention – the art of storytelling.” Newbury said the key to making prog- ress is a person’s relationship-building skills, their ability to collaborate and their confidence levels. “It’s not something you can write on a resume but can transmit virtually and in person very quickly – being energetic, passionate, humble and a strong leader with, dare I suggest, a dash of charis- ma. These are all essential to move from stage to stage during a recruitment pro- cess or positioning yourself for career advancement within a current employ- er,” he said. IT’S NOT SOMETHING YOU CAN WRITE ON A RESUME BUT CAN TRANSMIT QUICKLY – BEING ENERGETIC, PASSIONATE, HUMBLE AND A STRONG LEADER WITH A DASH OF CHARISMA. “Beneath it all are strong techni- cal skills in your area of interest, such as demand planning, warehouse or transportation optimization, inventory management, cross-bordering/ocean or procurement of a small number of cat- egories or functional area of a business such as technology.” Newbury said the hard facts for those ascending the ranks of supply chain management are acquiring leader- ship skills as early as possible in their careers, being able to analyze and mod- el complex logistical scenarios, and particularly using business intelligence software mining across data pools to find actionable insights. Other skills in- clude decision-making during ambiguity, team building during volatility, and de- signing, implementing and operation of a wide range of diverse technology plat- forms across different functions of the supply chain. “What will move you forward is a com- mitment to continuous learning, being constantly curious, building a strategic mindset, a focus on executional excel- lence and follow-through, a disciplined goal-setting approach and attention to detail,” added Newbury. Rajbir Bhatti, associate professor of supply chain management at the Bissett School of Business at Mount Royal University in Calgary, said most mid-managerial level employees across sourcing, transportation, IT and warehousing have on-the-job work ex- perience and domain knowledge, but they also have a need for upskilling to meet the needs of the modern supply chain processes. “This is best achieved via short, focused, often targeted ‘micro-cre- dentials’ which aim to provide specific Rajbir Bhatti Associate Professor, Supply Chain Management, Mount Royal University skills to employees in certain areas; say, use of Excel in data analytics for a procurement professional,” he said. “Similar to continuing education but highly focused, specific and short bursts of training – no wide-spectrum medication.” If a professional wants to move up the supply chain management ladder, Bhatti recommends that the individual SUPPLY CHAIN CANADA • ISSUE 1 2022 • 19 © Sergey Tinyakov / shutterstock.com
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