SCM Organizational Growth at Aramco through Talent Development ...
SCM Organizational Growth at Aramco through Talent Development ...
SCM Organizational Growth at Aramco through Talent Development ...
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<strong>SCM</strong> <strong>Organiz<strong>at</strong>ional</strong> <strong>Growth</strong> <strong>at</strong> <strong>Aramco</strong> <strong>through</strong> <strong>Talent</strong> <strong>Development</strong><br />
Ameed Al‐Madani<br />
Organiz<strong>at</strong>ion Performance Advisor, Saudi <strong>Aramco</strong><br />
Supply Chain World Europe<br />
Madrid, Spain<br />
21-23 October 2012<br />
©2012 Saudi <strong>Aramco</strong>
Agenda<br />
<strong>Talent</strong> <strong>Development</strong> Leads to <strong>SCM</strong> <strong>Growth</strong><br />
Background<br />
<strong>Talent</strong> <strong>Development</strong> Program<br />
Critical Elements<br />
The ‘Value Added’<br />
2<br />
Largest oil
Background<br />
<strong>Aramco</strong> builds, maintains & supports<br />
‣Hospitals<br />
‣Schools<br />
‣Airports<br />
3<br />
Procure
Background<br />
4<br />
Overseas
Background<br />
5<br />
<strong>SCM</strong> Specialist Role
Background<br />
Supply Chain Roles<br />
Refinery<br />
Manufacturers<br />
Globe<br />
Energy<br />
Drilling &<br />
Workover<br />
Support<br />
<strong>SCM</strong><br />
Specialists<br />
Buy<br />
Suppliers<br />
Project<br />
Management<br />
Vendors<br />
6<br />
Detailed Functions
Background<br />
Main Functions<br />
M<strong>at</strong>erial<br />
Logistics<br />
Local<br />
Content<br />
M<strong>at</strong>’l & Services<br />
Procurement<br />
Inventory Management<br />
Inventory<br />
Control<br />
Procurement<br />
Surplus M<strong>at</strong>’l<br />
Re‐market<br />
Warehousing<br />
M<strong>at</strong>erials<br />
Standardiz<strong>at</strong>ion<br />
Logistics<br />
Manage<br />
e‐Content<br />
Travel<br />
Services<br />
7<br />
Fresh Gradu<strong>at</strong>e Story
The <strong>Talent</strong> <strong>Development</strong> Journey<br />
Target<br />
<strong>SCM</strong> Specialist<br />
20<br />
Knowledge in <strong>SCM</strong><br />
30 %<br />
20 %<br />
<strong>Talent</strong>ed<br />
Fresh Gradute<br />
5<br />
10<br />
10 %<br />
2012<br />
2016<br />
2020<br />
2024<br />
2028<br />
2032<br />
8<br />
<strong>SCM</strong> Specialist Characterestics
<strong>SCM</strong> Specialist<br />
<strong>Talent</strong> Definition<br />
Wh<strong>at</strong> is <strong>Talent</strong> <br />
Educ<strong>at</strong>ed<br />
Experienced<br />
Technical Skills<br />
Behavioral Skills<br />
Well Organized<br />
Well defined target for<br />
each task<br />
End in mind<br />
(vision)<br />
9<br />
TDP Critical Elements
<strong>Talent</strong> <strong>Development</strong> Program<br />
Critical Elements<br />
1<br />
2<br />
t<br />
3<br />
Career Maps/<br />
<strong>Development</strong><br />
Plan<br />
Tools (System)<br />
Training/Know-How<br />
People<br />
<strong>SCM</strong> Employee<br />
Mentors<br />
Supervisors<br />
The ‘right’ mix<br />
10<br />
6 components
<strong>SCM</strong> <strong>Growth</strong> & <strong>Talent</strong> <strong>Development</strong><br />
<br />
Found<strong>at</strong>ional<br />
Content<br />
Change and<br />
Quality Mgmt<br />
<strong>SCM</strong><br />
<strong>Talent</strong> <strong>Development</strong><br />
Program<br />
<strong>Talent</strong><br />
Management<br />
System<br />
Intellectual<br />
Assets<br />
Continuous<br />
Learning<br />
Individual<br />
<strong>Development</strong><br />
Plan<br />
Process<br />
11<br />
CMAP
Competency Maps<br />
Skills Skill Group<br />
Discipline<br />
Competency<br />
Descriptions:<br />
• Knowledge<br />
• Skill<br />
• Performance<br />
Competency Levels:<br />
1. Awareness<br />
2. Fundamental Applic<strong>at</strong>ion<br />
3. Skilled Applic<strong>at</strong>ion<br />
4. Mastery<br />
Training Activities<br />
• Required to Close<br />
the Gap<br />
12<br />
Job Disciplines
<strong>SCM</strong> Job Disciplines<br />
Competency Maps<br />
Service Manager C-Map<br />
Procurement Planner- M<strong>at</strong>erials<br />
Procurement Planner – Contracting<br />
M<strong>at</strong>erials Management Consultant<br />
Logistics and Warehousing Consultant<br />
Procurement Engineer –Standardiz<strong>at</strong>ion + Procurement<br />
M<strong>at</strong>erials Engineering Mechanical– Chemical - Instrument - Electrical & Civil<br />
13<br />
6 components
<strong>SCM</strong> <strong>Growth</strong> & <strong>Talent</strong> <strong>Development</strong><br />
<br />
Found<strong>at</strong>ional<br />
Content<br />
Change and<br />
Quality Mgmt<br />
<strong>SCM</strong><br />
<strong>Talent</strong> <strong>Development</strong><br />
Program<br />
<strong>Talent</strong><br />
Management<br />
System<br />
Intellectual<br />
Assets<br />
Continuous<br />
Learning<br />
Individual<br />
<strong>Development</strong><br />
Plan<br />
Process<br />
14<br />
Systems Actions
Systems Actions<br />
• Hands On‐Training<br />
• Build Communic<strong>at</strong>ions Channel<br />
• Increase Usage <strong>through</strong> Awareness/Training<br />
• Cre<strong>at</strong>e/Share Standardized Process<br />
15<br />
IDP Process
<strong>SCM</strong> Specialist IDP Process<br />
Subject M<strong>at</strong>ter Expert<br />
+<br />
Mentor/Supervisor<br />
1. Develop C‐Maps<br />
One C-MAP / Job Discipline<br />
Employee<br />
2. Assessment<br />
Employee Skills<br />
& Competencies<br />
+<br />
3. GAP Analysis<br />
Propose<br />
Areas of Improvements<br />
Mentor/Supervisor<br />
4. Develop IDP<br />
Gener<strong>at</strong>ed IDP for Approval<br />
16<br />
Mentor/Supervisor +<br />
Division Head +<br />
Department Manager<br />
5. Approve IDP<br />
Execute IDP
<strong>SCM</strong> <strong>Growth</strong> & <strong>Talent</strong> <strong>Development</strong><br />
<br />
Found<strong>at</strong>ional<br />
Content<br />
Change and<br />
Quality Mgmt<br />
<strong>SCM</strong><br />
<strong>Talent</strong> <strong>Development</strong><br />
Program<br />
<strong>Talent</strong><br />
Management<br />
System<br />
Intellectual<br />
Assets<br />
Continuous<br />
Learning<br />
Individual<br />
<strong>Development</strong><br />
Plan<br />
Process<br />
17
Mentorship Program<br />
1. Cre<strong>at</strong>e Sustainable Rel<strong>at</strong>ionship between<br />
Mentors and Mentees<br />
2. Review of Methodology<br />
Connect Career P<strong>at</strong>h with C‐Maps & IDP <strong>Development</strong><br />
3. Provide Mentorship Techniques<br />
18
Mentoring Without Borders<br />
Employee<br />
19
<strong>SCM</strong> <strong>Growth</strong> & <strong>Talent</strong> <strong>Development</strong><br />
<br />
Found<strong>at</strong>ional<br />
Content<br />
Change and<br />
Quality Mgmt<br />
<strong>SCM</strong><br />
<strong>Talent</strong> <strong>Development</strong><br />
Program<br />
<strong>Talent</strong><br />
Management<br />
System<br />
Intellectual<br />
Assets<br />
Continuous<br />
Learning<br />
Individual<br />
<strong>Development</strong><br />
Plan<br />
Process<br />
20
Intellectual Assets<br />
21
<strong>SCM</strong> <strong>Growth</strong> & <strong>Talent</strong> <strong>Development</strong><br />
<br />
Found<strong>at</strong>ional<br />
Content<br />
Change and<br />
Quality Mgmt<br />
<strong>SCM</strong><br />
<strong>Talent</strong> <strong>Development</strong><br />
Program<br />
<strong>Talent</strong><br />
Management<br />
System<br />
Intellectual<br />
Assets<br />
Continuous<br />
Learning<br />
Individual<br />
<strong>Development</strong><br />
Plan<br />
Process<br />
22
Change and Quality Management‐ KPI’s<br />
1. Content Found<strong>at</strong>ion (CMAPs) 2. IDPs Approved<br />
The Count and Percentage of the<br />
completed CMAPS against the<br />
total required (New/ Enhanced)<br />
The Count and Percentage of<br />
the Approved IDP st<strong>at</strong>us against<br />
the Professionals Popul<strong>at</strong>ion<br />
3. IDP Implement<strong>at</strong>ion 4. Assigning Mentors<br />
The percentage of Completed<br />
Training Activities to the total<br />
Planned<br />
23<br />
• There should be one Mentor<br />
per three Employees<br />
• Number of Mentors<br />
assigned
<strong>SCM</strong> <strong>Growth</strong> & <strong>Talent</strong> <strong>Development</strong><br />
<br />
SCR Team<br />
Found<strong>at</strong>ional<br />
Content<br />
Change and<br />
Quality Mgmt<br />
<strong>SCM</strong><br />
<strong>Talent</strong> <strong>Development</strong><br />
Program<br />
<strong>Talent</strong><br />
Management<br />
System<br />
Intellectual<br />
Assets<br />
Continuous<br />
Learning<br />
Individual<br />
<strong>Development</strong> IDP<br />
Lifecycle Plan<br />
Process<br />
24
Bottom ‐ Up Approach Leads to Sustainability<br />
1. Nomin<strong>at</strong>e Supply Chain Management Rep. (SCR)<br />
2. SCR team to develop overall plans<br />
3. The SCR Team “right mix”<br />
25<br />
Criteria
Selected SCRs<br />
‣ Pleasant personality<br />
‣ Good communic<strong>at</strong>ion skills<br />
‣ Ability to influence /inspire<br />
‣ Analytical abilities<br />
‣ System acquainted<br />
‣ <strong>SCM</strong> KPI & Goal Focused<br />
Change<br />
Management<br />
Roles<br />
26<br />
Main Functions<br />
‣ Credibility within their organiz<strong>at</strong>ions<br />
‣ Understanding of <strong>SCM</strong> functions<br />
‣ HR oriented and willingness to serve
SCR Main Functions<br />
1. Receive C‐MAPs enhancement requests<br />
2. Monitor Percentages of the Approved IDPs<br />
3. Staying Connected:<br />
Maintain Awareness<br />
Encourage Utiliz<strong>at</strong>ion<br />
27<br />
Program Structure<br />
• Conduct Workshops<br />
• Two Facilit<strong>at</strong>ors per Session
The Program Structure<br />
<strong>SCM</strong> Management<br />
1 2<br />
TDP Team<br />
Change Management<br />
HR Group<br />
HR Coordin<strong>at</strong>ors<br />
Team<br />
HR Group<br />
Career Counselors<br />
Facilit<strong>at</strong>ors<br />
<strong>SCM</strong> Represinit<strong>at</strong>ives<br />
Change Management<br />
Consultants<br />
28<br />
Program Oper<strong>at</strong>ions<br />
Clear Milestoes<br />
Support<br />
Change Management Roles<br />
or Functions
<strong>SCM</strong> <strong>Growth</strong> & <strong>Talent</strong> <strong>Development</strong><br />
SCR Team<br />
Found<strong>at</strong>ional<br />
Content<br />
Change and<br />
Quality Mgmt<br />
<strong>SCM</strong><br />
<strong>Talent</strong> <strong>Development</strong><br />
Program<br />
<strong>Talent</strong><br />
Management<br />
System<br />
Intellectual<br />
Assets<br />
Continuous<br />
Learning<br />
Individual<br />
<strong>Development</strong><br />
Plan<br />
Process<br />
29
TDP Major Milestones<br />
Time Line 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31<br />
January ‐ June<br />
1. Enhance and Develop New CMAPS<br />
2. Develop IDPs<br />
JULY<br />
Define SCR criteria and functions<br />
AUGUST<br />
SEPTEMBER<br />
OCTOBER<br />
Start Forming Required Structure<br />
<strong>at</strong> Department Level<br />
Conduct Change Management/Train the Trainer Workshops<br />
to the selected SCRs<br />
Implement TDP QA and Sustainability Plans<br />
<strong>at</strong> Departments<br />
NOVEMBER‐<br />
Forward<br />
Ongoing<br />
Ongoing<br />
Ongoing<br />
Monitor and Follow‐Up<br />
Program Char<strong>at</strong>eristics<br />
30<br />
TDP Team <strong>SCM</strong> Users +<br />
Management<br />
SCR Team
<strong>Talent</strong> <strong>Development</strong> Program<br />
Characteristics<br />
1. Continuous<br />
Sustainable<br />
Non Ending Program<br />
2. Well‐Defined Milestones<br />
3. Clarity<br />
Understood<br />
Communic<strong>at</strong>ed<br />
Appreci<strong>at</strong>ed<br />
Clear deliverables<br />
Integr<strong>at</strong>ed<br />
31
<strong>Talent</strong> <strong>Development</strong> Program<br />
Characteristics<br />
4. Managed<br />
<strong>Talent</strong>ed Team<br />
with the ‘right’ mix<br />
5. Funded<br />
6. Capital Asset…<br />
Long-term Investment<br />
In people<br />
Management Commitment<br />
32<br />
Finally the value Add
Mentee<br />
(Employee )<br />
Driven<br />
.<br />
The ‘Value Added’<br />
Assess<br />
&<br />
Adjust<br />
More than a Tool<br />
Vision<br />
Your own footer<br />
33<br />
Supply Chain <strong>Growth</strong><br />
.
34<br />
TDP<br />
Culture
THANK YOU!<br />
MADANIAN@ARAMCO.COM.SA<br />
35
Background<br />
M<strong>at</strong>erials<br />
Services<br />
36
TDP Components<br />
SCR Team<br />
Found<strong>at</strong>ional<br />
Content<br />
Change &<br />
Quality Mgmt<br />
<strong>Talent</strong> <strong>Development</strong><br />
Program<br />
Systems<br />
(TMS)<br />
Intellectual<br />
Assets<br />
Continuous<br />
Learning<br />
IDP<br />
Lifecycle<br />
37
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