Most supply chain employees know what has to be done, as well
as the required procedures and standards for performing tasks. However, making your supply chain a high-performance ‘bullet proof’ one is more about people and less about systems.

Jurgen Tietz*, behavioural safety consultant, states, “The core, which is missing, is why it has to be done.Unless people move from doing things because they’ve ‘got to’ to doing them because they ‘want to’ – because they believe in the purpose – it will be very difficult to hit maximum efficiency and drive the greatest possible innovation in your supply chain, no matter what circumstances your business faces.”

Inspiring and empowering

Every year organisations invest millions of Rands in streamlining their supply chains. However, the investment is only as good as the people who design the business processes, operate the software systems and drive the trucks. Return on investment depends on the people who run the supply chain.

Tietz says, “Unless you have the hearts of the people, you’ll never get their full commitment.”

The key to getting people’s hearts – and not just their heads and hands on board – is inspirational leadership that empowers each person to execute their critical role in the supply chain to the best of their abilities.

Adding, “To this end, leaders have to become VIPs: Visible, Involved and Proactive. They have to listen to hear what those people ‘who push the buttons and use the tools’ are trying to tell them. They also have to be role models, who manage on their feet and not on their seat.”

“Employees watch how much time and money the leaders spend on the change effort to judge how serious the leaders are about effecting the change that they say they believe in.”

“That is why it’s important that managers lead by example, taking into account people’s emotions and humanity as you inspire them to action.People donot do as you say: they do as you do.”

“Understanding and mastering the all-encompassing and critical skill of moving people into action is the key to success in bringing about sustainable change or transformation.”

“It is a myth that leaders have to motivate their employees to work, because only an individual can decide what their motivation will be. At best leaders can inspire their followers.”

“Tomorrow’s top supply chain leaders are responsible for creating an environment which enables and empowers their people to do their best. They know that their role is to provide the resources, like making time and spending money on helping employees to do their jobs, including introducing new systems and equipment.”

He concludes, “Once employees themselves ‘catch the vision’ and understand how doing their jobs to the best of their ability will benefit both themselves and the organisation, there will be no stopping them.”

* Jurgen Tietz was voted the top presenter by his supply chain peers at the annual SAPICS Conference and Exhibition 2013 and received in recognition the SAPICS Kingfisher award, sponsored by SABMiller for the most innovative conference presentation.