Supply chain management is not sexy; not to most young Millennials anyway, who according to recent surveys, are choosing four to five other careers in business before they even consider a career in a supply chain vertical. That’s according to a Millennial himself, Lungelo Khumalo**, Principal Practitioner (analyst) in supply chain enablement at petrochemical giant Sasol Polymers.
“This is bad news for the profession, which depends on being agile and responsive – traits that epitomise the present generation of young people who are entering the workforce”, says Khumalo. “Futuristic and dynamic in their approach whilst delivering stakeholder value in the present, Millennials are the future leaders of these complex, fast-changing supply chains. Smart, forward-thinking companies would do well to adopt best-fit strategies to attract, engage and retain, or risk losing these talented employees”.
Millennials, referring to the generation between the ages of 18 to 30, are a tech-savvy, social media-driven generation. Living in a diverse world and inspired by the Microsoft and Apple success stories, but disappointed by recent economic meltdowns, this generation is fiercely independent, sceptical and concerned with global sustainability issues.
A growing profession
Supply chain management has only in recent years been given the prominence it deserves in terms of guiding organisations in re-designing for adaptation to a changing world. “Gradually, we are beginning to see more Millennials pursuing careers in supply chain management as universities gear their courses towards the wide range of skills that are needed for these future professionals.”
However, due to a lack of understanding in how to approach this generation – which is sufficiently different from Generations X and Y to warrant new methods to attract and retain them – it is apparent that many companies have assisted Millienials with their studies only to lose them in their first few years of employment. “This effectively makes these organisations glorified finishing schools that groom graduates for other companies and industries,” he adds.
A closer look at the problem
According to Khumalo, the context and maturity of the supply chain concerned informs the way in which a successful Millennial-seducing strategy should be applied. It’s often more difficult for companies with established processes to be flexible, but a thorough awareness of how Millennials think and operate will assist them in adopting an effective approach.
How do they think? More than money, Khumalo says Millennials are motivated by a job that enables them to grow, experience new things and enjoy some flexibility to move around, especially if they’re performing well. Also, opening up effective two-way channels of communication is the best way both to benefit from the Millennials’ fresh ideas, whilst giving them the comfort that they’re appreciated.
“Paying mere lip service to open door policies is the quickest way to lose a Millennial,” remarks Khumalo. “They desire to engage with senior management in a genuine way; not to be told ‘that’s not your responsibility, or, you’re too inexperienced to make suggestions’.”
“Taking the time to understand how to connect with them, and then grooming and guiding them through their early careers,” he concludes; these are all keys to wooing Millennials and building a winning supply chain.
Lungelo Khumalo will join other thought leaders and subject matter experts in presenting at the SAPICS Conference, 2-4 June 2013 – themed Design for Change: Supply Chain Solutions for a Dynamic World. For more information visit www.sapics.org
