When thinking about training as a tool to improve efficiency and ultimately increase profitability is vital to understand who are the operators and administrators who bring facts directives and guidelines for companies and As such, it is essential having a comprehensive knowledge of the chain.
Al DNA can be considered as a store which reads the information it generates a message needed to build and sustain the body in which it resides, which is transmitted from generation generation. Executive Training can be defined as an educational process that is based on a procedure planned, systematic and orderly, for which a person acquires the knowledge or skills to improve their productivity.
This productivity is reflected in the company through profitability, which is only a measure that relates the results achieved with the resources applied. Thus, the Training Executive seeks to boost profitability. So to achieve that profitability is repeatable personnel should be trained. Therefore training is the storehouse of information that can pass on the way to achieve profitability from generation to generation. Training is "that" DNA can repeat the performance.
Looking ahead In the future, the logistics remain focused on the human being, beyond the advance of technology. However, the effective management of the logistics process is complicated by the fact that the greatest percentage of time all the logistical work happens out of sight of any supervisor. No other employee within a company makes both critical work without direct supervision and those who make the logistics are carried out.
A truck driver generates profitability unsupervised, to move a product from origin to destination. A driver or his assistant can actually spend more time with key customer representatives than any other employee. This driver may not even be an employee of the firm is doing to the customer. There are many other examples that allow us to include many more roles within the Supply Chain generating their interfaces with other participants, with no or very little supervision.
The Spirit of the Beehive
As stated above, management must improve skills to manage and understand a diverse workforce and remarkably diverse. Training should add to the emphasis on skills training of an individual employee, the development of knowledge-based learning integrated supply chain. This means that the development of skills should be placed in the context of an overall process in terms of objectives, dynamics and measures. For example, a driver must certainly be skilled in all facets of driving. However, you need to have knowledge about the way he fits into the logistics and how to access the skills and knowledge to manage adaptive systems decision support to solve and prevent operational problems.
Some forms of knowledge generation are as simple as learning to cooperate. Others may require skills in identifying emerging trends and looking at the competitive superiority or inferiority. Also, it is becoming clear that organizations need to build knowledge skills of managers and the rest of its key employees. These individuals should be provided with education and experience, enabling them to build an understanding of the risks and rewards of integrating supply chain and relationships between members of the same.
In a world where all employees are supply chain specialists, companies that develop and maintain managers in supply chain integration based on knowledge management, managed a winning formula. The knowledge-based learning represents a substantial challenge for those responsible for staff development and training.
profitability makes all my people employer
The logistical process, and how to manage it, has kept and preserved "many truths that remain intact." First, the logistic process employer is located within the so-called "Core Processes", therefore it is critical for success in the business of production and marketing organizations.
Second, the basic objectives of the logistics business are generating customer service defined by the Directorate at the lowest cost compatible. To this end, industrial, commercial and services apply a good part of their financial, technological and human, with the goal of achieving quality, to ensure repeatability of the prototype defined service.
In financial terms it is to achieve an appropriate mix of uses and resources that balances the flows. Thus, shows the Asset Management, Logistics Financial Management and managing operating costs, among other methodologies and concepts of modern management.
Within the technological, organizations continually seek to adopt the latest in equipment, facilities design, communications, software and hardware, in order to stay ahead of this race.
also in Human Resources, we strive to take care of the job definition and selection of our partners. However, this is where we fail. All my people generates profitability. The executive training allows the repeatability of the same. Training adds value to the customer's perception. The perception of value added competitive differentiation. And human resources are the only ones who can achieve competitive differentiation of our company, adding value through the implementation of actions well done, and profitable. Employers who are aware of this, spend much time on the selection of management resources and then continue to apply financial resources to train, always. However, they by themselves can not generate profit, since they not only generate the service.
profitability makes all my people, then processes and, within them the logistics, are executed by Shareholders Directors, managers or bosses. Those who manage to make things happen, that profitability is generated or not, are the administrative and operational employees. These resources, ironically, they should develop a service and cost-effective process, which have received the least awareness of the Supply Chain to which they belong and how they come together to achieve the timing and success of it with their individual management. This is where executive coaching is the answer to the problem.
particular, enable us ... but what?
Today, both the people for themselves, and businesses for their people, required courses to allow them to successfully confront the challenge corporate profitability. Thus, the demand for management training focuses on two distinct and different sets of knowledge: the skills (or generic skills) and capabilities (or skills). In the first group, the demand is inclined to topics such as coaching, negotiation, public speaking, building and leading teams, time management, among others. In the group of the more specific skills required are related to process optimization and cost measurement. Thus, issues such as monitoring and cost management, management of supply chain optimization processes (Lean Logistics, BPR, CPFR, etc..) Balanced ScoreCard among others, remain the most needed and, therefore, defendants.
To summarize
• The actors play mostly logistical role outside the scope of supervision.
• Business success through the management of the supply chain necessary to accompany the technical experience.
• Executive Training allows the repeatability of profitability through production management.
• Areas of knowledge, business tools, demand the development of skills and abilities.
Today we have a new challenge: to develop "conductors" that coordinate with the harmony of a philharmonic orchestra, every position and every resource in order to create supply chains of sustainable competitiveness. Editorial
| Humberto Breccia | |
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