1. Identify sector-specific priorities (in a given overall segment);
2. Map actions to further those priorities; and
3. Assign tasks to people (bonus marks, I think, for time lines).

From my experience doing similar work with clients and groups, all the steps are important, and gauging consensus (rather than happiness) along the way is essential. Success or failure can hinge on the Number 3 point, above; failure is still in play even if Numbers 1 and 2 are clear and garner group support.

My group was focussed on issues under the umbrella of “Attracting and retaining talent in the sector.” Among the priorities we determined was getting other business functions to recognize the strategic importance of the supply chain function to make it a desirable area to pursue.

Note: The theme of the undervalued supporting function is rampant. “Supporting” roles never get the respect that they should. Individual egos (and we all have them) are no small part of this. At varying times, I have sat in meetings where those from other supporting functions (PR, Communications, HR and IT, for example) bemoaned the fact that they deserved more respect in the organization.

Having identified this priority, we suggested that the appropriate action is to “bang the drum” about the importance of supply chain. We then dutifully took aim at assigning the task, but concluded that this one – perhaps like others – is everybody’s job.

Some specific examples for the rollout might look like this:

• Leaders in organizations: celebrate successes in supply chain innovation internally (to reinforce the changes) and in other companies (to demonstrate the opportunity).

• Educational institutions and designation-granting associations: foster pride in being involved in 21st-century value creation (profiling successful graduates), and provide skills to communicate that value to different areas of the organization.

• Workers in the sector: take every opportunity available (and create opportunity) to share successes with all related functions internally and externally; praise and foster internal collaboration that helps generate innovative solutions.

• Consultants in team and stakeholder communications: provide awareness as to the importance of selling your functional and individual value; train skills on effectively communicating the value of supply chain to the wider stakeholder group.

Much of this is already underway, I know. According to information gathered in the Council’s activities, the work is far from done to further this priority to the extent that the sector needs to realize its potential. Consider yourself tasked, and stay tuned for the timelines.

This originally appeared in the June 2009 newsletter for the Canadian Supply Chain Sector Council (supplychaincanada.org)