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The third-party logistics (3PL) provider has faced significant change since containerisation with the broadening scope of supply chains and technological developments. With these changes, the required supply chain skills discussions have covered mostly graduate skills or employees' skills with a limited discussion to what extent and whether senior management skills were changing. Hence, 3PL senior management skill requirements will be compiled based on existing studies and assessed to check whether these are still relevant and if so to what extent for today's 3PL senior managers.

A questionnaire has been devised based on 3PL senior management skills identified in the academic literature and sent out to senior managers via professional social networks of 3PL. Based on the previous literature, the senior managers selected had to fulfil the selection criteria of a minimum five years' managerial experience in a 3PL, and a minimum of ten years' experience in general, which limited the sample size to twenty-seven senior managers in the 3PL sector.

The findings indicated that 3PL senior managers’ skills highlighted an increasing dependence on and importance of relational and behavioural skills, particularly when compared with the more traditional functional and managerial skills. The study indicated that the 3PL senior managers highlighted an increasing dependence and importance upon relational and behavioural skills, particularly when compared with the more traditional functional skills.

The study has explored the senior management skills in 3PL in the UK, albeit the respondents possessing diverse backgrounds. Therefore, it would be beneficial to test whether these findings are exemplary across the wider 3PL sector, not only in the UK but also across Europe to see how corporate agenda for executive supply chain skills could be devised.

Corporate supply chain training and development staff can develop specific programs based on the 3PL senior management skill sets especially on relational and behavioural skills, which are needed for future managers as well as up-skill senior managers' skills which are deemed to be most important in the current 3PL market.

This paper contributes to the supply chain skills discussion and reports subject relevant challenges for today’s senior management in the 3PL industry. The findings have generated preliminary discussions on whether senior management skills are changing with the broadening scope of supply chains.

This study empirically examines a model that describes the direct path from perceived understanding of supply chain integration (PUSCI) to perceived understanding of supply chain responsiveness (PUSCR) to leverage supply chain manager's communication and teamwork competencies. This study also examines whether knowledge and task skill and proficiency mediate the relationship between PUSCI and PUSCR to improve the communication and teamwork competency of a supply chain manager.

The data were collected using a survey questionnaire that was mailed to the 413 supply chain managers of global manufacturing companies in Indonesia.

The result from model testing shows that PUSCR significantly and positively affected the communication and teamwork competency of supply chain manager and knowledge, task skill and proficiency as mediating variables improved communication and teamwork competency. The results found that PUSCI was related to supply chain manager's competency.

Supply chain managers are advised to focus on PUSCI and consistently improve effective communication and teamwork competency.

This study will extend the literature by utilizing the competency-based theory to investigate the perceived understanding and communication capabilities of supply chain managers.

There is an ongoing shortage of talented supply chain managers with the necessary skills and business-related competencies to manage increasingly complex and strategically important supply chain processes. The purpose of this paper is to propose that organizations can create and maintain competitive advantage by leveraging the expertise of human resource development (HRD) professionals to provide a range of developmental and change-oriented interventions related to critical supply chain manager skill sets that are currently in short supply.

This is a conceptual paper.

This is a conceptual paper.

Supply chain management (SCM) decisions significantly influence financial performance since firms expend up to 75 percent of their revenue on supply chain activities. HRD professionals' intervention capabilities in training and development, organizational development and change management uniquely equip them to disseminate a deeper and broader understanding of the SCM concept within organizations, to help prioritize the development of supply chain managers and to address the complex interpersonal issues associated with helping people to work together collaboratively to foster operational innovation and make increasingly complex supply chain processes function effectively.

The requisite skill sets for effective supply chain managers are described, linkages between HRD and SCM are highlighted, and areas of HRD professionals' expertise that can be exploited to better develop supply chain managers' skill sets and competencies are considered.

With the growing acceptance of logistics and supply chain management (SCM) as critical business concerns, there is an emerging realisation that more investment is needed to develop appropriate managerial skills and competencies for supply chain managers. This paper explores the challenges for management development that arise as organisations seek to bridge the gap between current capabilities and those required for future success.

Three constituencies were of interest to our research: providers of education and training, students and participants on programmes, and corporates who purchase programmes. A triangulated research approach was employed in order to capture the views of each of these constituencies. This comprised a focus group, interviews and surveys, and a case study of logistics/SCM development at one of the world's leading pharmaceutical companies.

The key knowledge areas and competencies/skills required by logistics and supply chain managers are identified. Preferred teaching approaches are also identified, as are optimum approaches for career development. The subtle yet significant differences that exist among the three constituencies in the various areas and approaches are highlighted. The results thus constitute a tentative skills profile for the logistics and supply chain manager of the future.

The research provides a multi‐stakeholder insight, set in the context of the key business transformations which are shaping logistics and SCM practice, into the development of the supply chain manager of the future. Practical recommendations emerge for all stakeholders in logistics/SCM development practice. Recommendations for further research are also made, particularly for (from a methodological perspective) more case study research, and (from a research focus perspective) research into learning styles and also linking individual, organisational and supply chain learning.

The purpose of this paper is to identify sustainable supply chain skill and propose a conceptual training framework for sustainable supply chain talent.

The authors have used exhaustive literature review of extant literature published in academic journals, reputable reports, trade magazines, books and monographs. The authors further consulted leading experts from reputable bodies to further finalize the sustainable supply chain skills matrix and check the content validity of the constructs of our proposed conceptual framework.

The sustainable supply chain skill matrix has been identified and a conceptual framework has been proposed. The authors further outlined the future research directions.

This is a conceptual paper based on the literature review and analysis. This offers opportunities for empirical research.

This paper will alert companies to focus on developing talents that would help to achieve sustainable supply chain.

Better talents lead to better support for sustainable supply chains.

The present study is unique in terms of scope and its contribution to theory of supply chain management and operations management and human resource management practice. The study has identified the sustainable supply chain skill matrix and proposed a conceptual training framework for sustainable supply chain talent.

In recent years, technology diffusion, globalization and the Internet revolution have accelerated the growth of online transactions and altered corporate operations systems. The emergence of computer technology and the Internet have changed the way businesses work. The purpose of this study is to find and identify any common patterns in the logistics and supply chain industries for job requirements using job posting content in Malaysia.

This study provides an exploratory assessment of the employability skill set required using online job posting advertisements. Online job posting advertising, also known as e-recruiting, is one field that has been significantly influenced by information technology. In addition, the current Covid-19 outbreak has created a new need for a long-term contactless talent acquisition process in the organization's operating systems.

Based on this study's findings, the top ten skills required by employers for logistics and supply chain positions are (1) supply chain analytics, (2) technological aptitude, (3) teamwork skills, (4) customer focus, (5) leadership skills, (6) interpersonal skills, (7) people skills, (8) creativity and resilience, (9) demand and supply forecasting ability, and (10) project management skills. Overall, the findings provide a road map for practitioners and academics interested in developing supply chain managers' necessary skills and competencies to manage current and future supply networks. It also allows companies to adjust their supply chain management hiring, training and retention methods.

Although the study was done in Malaysia, the supply chain skills and competencies stated in this study, as well as their categorization, can be applied in other developing countries.

The aim of this research is to identify the relevant skills and their relative importance, required by supply chain managers, and to suggest the key skill items that require improvement.

Using a survey questionnaire, data were collected against 41 supply chain management skills. Using expert opinion, these skill items were then grouped to create four higher level supply chain skill-categories. These are supply chain general management (SCG) skill-category, supply chain analytical (SCA) skill-category, supply chain information technology (SCIT) skill-category, and supply chain environmental-related (SCE) skill-category. Subsequently, the importance-performance matrix (IPM) analysis was conducted to these higher level skill-categories to assess the strengths and weaknesses of the offered skills as perceived by the respondents.

The analysis revealed that in order to prepare supply chain managers to face up to the future challenges educational institutions are required to devote their attention on areas such as warehousing management, distribution planning, demand forecasting, negotiation skill, cross-functional coordination skill, and knowledge of environmental issues in supply chains.

This research provided insight into skills need for supply chain managers using IPM analysis. The results of the study could be adopted to upgrade the existing logistics and supply chain management program or design new logistics education and training programs to meet the current and future needs.

The purpose of this paper is to outline the reasons for the ongoing talent shortage in supply chain management (SCM) and to consider ways in which partnering with human resource development (HRD) professionals can reduce the associated risk to revenue growth.

A conceptual paper that considers ways in which human resource and organizational development expertise can be deployed to provide supply chain managers with a balance between “hard” analytical competences and “soft” people skills.

More firms than ever before are facing globalization and market turbulence – and focusing on SCM as a result. Companies can spend as much as three-quarters of their revenue on supply chain activities, so SCM is a key determinant of financial performance. The ability to work effectively with partners to increase efficiency, drive down costs and deliver value to the final customer is crucial to success. But there is a problem – not enough supply chain managers who understand the business context and have the full range of necessary skills.

Points out that it isn’t known how highly effective supply chain managers acquire their outstanding cross-functional communication, influencing and change implementation skills. Calls for further research on the impact of HRD interventions on supply chain managers’ effectiveness. Advocates comparing effective and ineffective HRD interventions in SCM practice and evaluation of the quality (rather than the quantity) of training available to supply chain professionals.

Shows how focusing training investment on the broad range of skills needed by SCM professionals can contribute to organizational effectiveness.

Highlights the importance of team leadership, influencing and higher-order problem-solving skills to the management of complex supply chain processes and organizational change.

Draws attention to current gaps in SCM training and skills development and proposes ways to improve the return on investment in training.

COVID-19 once again showed the importance of building resilience in supply chains. Extant research on supply chain resilience management has successfully identified a set of organizational antecedents that contribute to supply chain resilience. However, little is known about the mechanisms by which these antecedents are developed within a firm. Drawing on the dynamic managerial capabilities theory, the current study aims to investigate the critical role that supply chain managers play in developing the organizational antecedents. Specifically, this study shows that supply chain managers' social capital, human capital and cognition are instrumental to the development of three organizational supply chain resilience antecedents: visibility, responsiveness and flexibility, which subsequently enhance the firm's supply chain resilience.

The authors employ survey data collected from 598 manufacturing firms in Australia, and Hayes and Preacher's (2014) parallel multiple mediator model to empirically test the hypotheses.

The findings of the study establish that supply chain managers' social capital, human capital and cognition indeed have implications for developing supply chain resilience. Furthermore, the mediators through which managers' social capital, human capital and cognition improve supply chain resilience are identified in the current study.

The study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers play in developing the resilience of their firm.

The purpose of this paper is to build a supply chain talent framework and test it empirically.

The present study adopts extant literature to understand current state of supply chain talent literature and used knowledge and skill constructs and their items from comprehensive literature review to develop an instrument to gather data. The data are further checked for assumptions and further examines the framework using confirmatory factor analysis.

The findings support previous studies and establishes that knowledge-skill framework is scientifically a strong framework which can help to build current supply chain competencies among future supply chain managers.

This study considers only a limited number of variables that define the supply chain talent. The framework can be further developed and extended to different industries and countries.

The study identifies knowledge-skill framework which can help to develop a training module for current or aspiring supply chain managers. It also can provide significant input to design university supply chain management program to meet future supply chain manager’s requirements.

Include providing the right education and training in support of supply chain operations and in turn serving the community with products and services on time and that too in a most cost effective manner.

This paper develops a new framework for supply chain talent development. This framework has been empirically tested, and major findings and future research directions are highlighted.