Supply Chain Leadership

Supply Chain Leadership

DSJ Global: Your Leading Partner for Supply Chain Leadership Talent

DSJ Global is a leading talent partner delivering mid-senior end-to-end supply chain talent. We help secure business-critical professionals through permanent, contract, and multi-hire recruitment in Supply Chain Leadership.

Guided by our values, DSJ Global delivers a streamlined service that we can be proud of. From uniting talented professionals with industry-leading companies across the globe to investing in world-class technology for consistent, exceptional service, we deliver the talent that customers want, when they want it.

Whether you're looking to secure the right Supply Chain Leadership professional for your business or become the next candidate to settle into a new role, DSJ Global delivers a high-quality, trusted service that provides a competitive advantage for sourcing talent.

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โ€‹If you're a client looking for the best Supply Chain Leadership talent, please register your vacancy or request a call back.

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Benefits of working with DSJ Globalโ€™s Leadership team

We are a trusted talent partner. When working with DSJ Globalโ€™s Leadership team, you can expect to receive:

15 years of experience and professional knowledge in the Supply Chain Leadership industryโ€‹

Access to an exclusive global network of clients and active and passive Supply Chain Leadership candidates

Guidance and advice from our global award-winning talent experts in the Supply Chain Leadership sector

โ€‹Embark on your talent journey by engaging our expert consultants. Complete our form, and let us share how DSJ Global can effectively collaborate with your organization to fulfill your unique recruitment needs.

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Supply Chain Leadership Jobs

The future of Supply Chain Leadership roles is bright. Showcase your skills and expertise by submitting your CV/resume with us or by starting your job search here. We connect talented professionals with exciting career opportunities in this dynamic field. Join us today!

Supply Chain Manager, Planning & Inventory

Working Schedule: Hybrid Level: People Management & Leadership SUMMARY We are a global leader in the specialty film and paper manufacturing industry, committed to sustainability and innovation. We produce high-quality products while maintaining a focus on environmentally responsible practices to innovate and exceed customer expectations. We are currently seeking a dedicated and experienced Manager of Supply Chain to come lead a mid-sized team of planners to optimize inventory and improve forecast accuracy. Join us in our mission to create a greener future while fostering a positive work environment for our employees. The Supply Chain Manager - Planning & Inventory will have these responsibilities: Lead and develop the supply chain team, ensuring alignment with organizational goals and adherence to safety and quality standards. Oversee supply planning processes, including production scheduling of finished goods, inventory management, and product replenishment from manufacturing facilities to multiple distribution centers. Implement stock optimization programs and coordinate inventory levels to meet customer demands while minimizing costs. Identify and resolve inefficiencies in the supply chain processes, collaborating with cross-functional teams to enhance service delivery. Participate in and lead S&OP and S&OE processes and meetings to key stakeholders. Analyze data and supply chain performance metrics to drive continuous improvement initiatives. The Supply Chain Manager - Planning & Inventory has the following qualifications: Minimum Bachelor's Degree w/ 7-10 years of supply chain management experience 5+ years of people management/team leadership experience Focus on Planning & Inventory: Supply Planning, Demand Planning, Capacity Planning, Production Planning, Inventory Planning and/or S&OP BENEFITS Annual Bonus with Competitive 401k Medical, Dental, Vision, Life Insurance If you're interested in this new and innovative opportunity, please apply in directly or send an email directly

Negotiable
Asheville
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Supply Chain Manager

Job Title: Supply Chain Manager Location: Birmingham, Alabama Salary: 120k-180k Summary: An exciting opportunity is available for a highly motivated Aftermarket Supply Chain Manager in Birmingham, Alabama. Our client is a prominent player in the aerospace and defense industry, seeking to fill a critical role in optimizing supply chain operations for aftermarket services. This position is ideal for an experienced professional skilled in managing supplier relationships, analyzing inventory trends, and ensuring timely delivery of products while maintaining high quality standards. If you thrive in a dynamic environment and are passionate about enhancing customer satisfaction in aerospace and defense, don't wait to apply! Key Responsibilities: Develop and implement effective supply chain strategies for aftermarket services. Build and maintain strong relationships with suppliers and vendors to ensure quality and timely delivery. Manage inventory levels and forecast demand to optimize stock management. Collaborate with cross-functional teams, including engineering, manufacturing, and customer service, to enhance operational processes. Analyze supply chain performance metrics and drive continuous improvement initiatives. Ensure compliance with industry regulations and standards. Qualifications: Bachelor's degree in Supply Chain Management, Business Administration, or a related field. 5+ years of experience in supply chain management, preferably in the aerospace and defense sector. Strong analytical skills and proficiency in supply chain software. Excellent communication and negotiation abilities. Proven leadership experience and ability to work collaboratively in a team environment. Knowledge of aftermarket operations and best practices in inventory management.

US$120000 - US$180000 per annum
Birmingham
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Sr. Manager, Supply Chain

Job Description: Senior Manager, Supply Chain Location: Greater Boston, MA Overview: We are seeking a Senior Manager, Supply Chain to lead our production planning, purchasing, and on-time delivery efforts. In this pivotal role, you will develop, implement, and maintain robust systems for production planning and material purchasing, driving operational improvements across the organization. Key Responsibilities: Production Planning & Scheduling: Develop material schedules and coordinate the efficient movement of materials across purchasing, production, and engineering functions. Material Requirements Planning: Prepare comprehensive material requirement plans utilizing enterprise resource planning (ERP) systems, while continuously seeking opportunities to enhance systems and processes. Inventory Management: Oversee raw material inventory management and ensure adherence to schedules, optimizing resource allocation and minimizing waste. Lifecycle Management: Manage the lifecycle of products to ensure timely delivery and customer satisfaction. Cross-Functional Liaison: Act as a key liaison among Manufacturing, Production, Engineering, Quality, Commercial Operations, Human Resources, Finance, Product Management, Service, Sales, and Engineering, addressing issues related to delivery costs and customer satisfaction. Qualifications: Education: Bachelor's degree in a relevant field. Experience: Minimum of 5 years in production planning and purchasing, with at least 3 years in a management or supervisory role. Experience in a Lean-Sigma environment is preferred. Skills: Strong leadership and decision-making abilities. Proficient in planning work orders and tasks with a multi-functional understanding of manufacturing. Ability to effectively use computer-aided tools for planning and resource management. Deep understanding of Lean concepts, including 5S, visual controls, value stream mapping, kaizen techniques, TPM, and SMED. Functional knowledge of Commercial Operations, Production Engineering, Finance, and general business processes, including ERP and reporting functionality. Excellent problem-solving and analytical skills, with proficiency in MS Office tools

US$145000 - US$165000 per annum
Boston
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Category Manager

About the job Our client is dedicated to manufacturing dietary supplements of the highest quality, setting industry standards at every step. We take full responsibility for the quality and integrity of every product we manufacture. Our growth is fueled by strong, collaborative relationships-with employees, customers, and industry partners alike. We rely heavily on the expertise of our trusted ingredient suppliers, vendors, printers, testing labs, and others to ensure we stay ahead of industry trends, offering the best in pricing and quality. Our company continually sets benchmarks for quality and innovation, ensuring we deliver exceptional value while staying ahead of market trends. It's not just smart business; it's essential. Position Summary We are seeking a dynamic and results-driven Procurement Category Manager to lead our procurement strategy in Buford, GA, with a focus on vendor consolidation and long-term strategic planning. This role will have a significant impact on operational efficiency, cost savings, and supplier relationship management. The ideal candidate will have a strong understanding of the nutraceuticals market. Key Responsibilities Vendor Consolidation: Lead efforts to consolidate vendors, building long-term partnerships, optimizing procurement processes, and ensuring timely delivery of high-quality materials at competitive prices. Quarterly Business Reviews (QBRs): Conduct QBRs with key vendors to evaluate performance, align strategic objectives, and ensure adherence to service level agreements. Sales and Operations Planning (S&OP): Collaborate with sales, supply chain, and vendors to implement S&OP processes for accurate demand forecasting, inventory optimization, and alignment with business goals. Market Analysis for Savings and Material Availability: Monitor market trends and pricing to develop strategies around blanket orders, replacement costs, and safety stock levels in conjunction with S&OP. Excess and Obsolete Inventory (E&O) Management: Create strategies to effectively manage and reduce excess and obsolete inventory, minimizing financial impact and operational risks. Supplier Risk Management: Assess and mitigate supplier risks to ensure business continuity, especially during market volatility or supply disruptions. Supplier Relationship Management: Build strong, long-term relationships with suppliers, negotiating contracts that align with the company's growth strategy and values. Cross-Functional Collaboration: Work with internal teams, including marketing, sales, and supply chain, to ensure cohesive execution of procurement initiatives. Data Analysis and Reporting: Use procurement data to generate insights and report on trends and performance metrics to inform strategy. Qualifications Bachelor's degree in Supply Chain Management, Business Administration, or a related field; Master's degree preferred. Minimum of 5 years of progressive experience in procurement or supply chain management, ideally within the nutraceutical, food, or related industries. Proven experience in vendor management and strategic sourcing. Demonstrated leadership experience in managing procurement teams or cross-functional projects. Strong analytical skills with the ability to interpret market data and trends. Excellent negotiation and communication skills, capable of influencing stakeholders at all levels. Experience with modern procurement technologies, such as ERP and procurement automation software, is highly desirable. Strong leadership abilities, with a focus on fostering collaboration and continuous improvement. Proven ability to make data-driven decisions under pressure, ensuring alignment with broader business goals.

US$90000 - US$110000 per annum
Alpharetta
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Director of Procurement

Position Summary: our client, a chemicals manufacturing organization is on the lookout for a skilled Director of Procurement to oversee its purchasing strategies. This pivotal role involves enhancing procurement operations to achieve efficiency and cost-effectiveness while supporting the company's broader objectives. Primary Duties: Team Leadership: Direct and support the procurement team, promoting a collaborative and growth-oriented workplace. Establish clear performance benchmarks and goals for the procurement department in alignment with the organization's strategic plans. Strategic Procurement: Formulate and implement detailed purchasing strategies that meet the company's requirements and targets. Assess and select suppliers, negotiating agreements that ensure optimal value and quality. Cost Efficiency and Value Enhancement: Introduce innovative procurement methodologies to achieve cost reductions without compromising quality. Examine market dynamics and supplier capabilities to uncover opportunities for savings and added value. Global Sourcing Initiatives: Manage international sourcing projects, ensuring adherence to global regulations and standards. Build and maintain strong relationships with suppliers worldwide to improve procurement efficiency. Process Optimization: Continuously evaluate and refine procurement processes to enhance operational performance. Leverage data analytics to track procurement metrics and support strategic decision-making. Collaboration Across Departments: Work alongside various departments, including finance, operations, and product development, to ensure procurement strategies are cohesive with overall business goals. Act as a key contact point between procurement and other stakeholders, ensuring effective communication and cooperation. Risk Assessment and Management: Identify potential risks within procurement processes and develop strategies to mitigate them, ensuring business stability and adherence to corporate policies. Create contingency plans to address possible supply chain disruptions. Required Qualifications: Experience: Extensive background in procurement and supply chain management, ideally in a leadership capacity. Education: A bachelor's degree in business, supply chain management, or a related discipline; advanced degrees or certifications (such as CPO or CPSM) are advantageous. Skills: Strong analytical abilities, negotiation skills, and sound judgment. Familiarity with procurement software and ERP systems is a plus. Desired Attributes: Organizational Skills: Capable of managing multiple projects while maintaining attention to detail. Communication Skills: Strong verbal and written communication abilities to effectively engage with a diverse range of stakeholders. Innovative Thinker: A proactive mindset focused on problem-solving and improving processes. Work Conditions: This full-time position is based in Mesa, AZ, with potential collaboration across different locations. Occasional travel may be required for supplier meetings or industry conferences.

US$100000 - US$180000 per annum
Phoenix
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Supply Chain Manager

Job Title: Supply Chain Manager Location: (North San Diego County) Overview: A full-time Supply Chain Manager is needed to lead procurement activities, reporting directly to the CEO. This role oversees the complete procurement cycle, ensuring that all goods and services meet company standards and comply with established policies and regulations. The Supply Chain Manager will also supervise the Purchasing team, guiding day-to-day operations and building strong vendor relationships. Core Responsibilities: Procurement Oversight: Manage daily procurement operations, ensuring adherence to company policies and legal standards. Team Leadership: Lead and support the Purchasing team, including hiring, mentoring, and training. Process Management: Set work goals, assign tasks, and provide high-level guidance on procurement procedures. Documentation: Review and manage procurement documents to ensure accuracy and compliance with requirements. Supplier Relations: Identify and negotiate with suppliers to meet company standards and secure favorable terms. Bid Management: Prepare and issue bidding documents, evaluate proposals, and select suppliers based on quality and cost considerations. Inventory Coordination: Work closely with Customer Service, Sales, and Production teams to establish and maintain inventory targets. Performance Monitoring: Ensure suppliers meet quality and delivery standards, and maintain detailed records of supplier interactions. Contract Management: Audit invoices for contract compliance and manage contract closeouts, keeping thorough records from start to finish. Collaboration: Partner with departments to streamline procurement and maintain strong interdepartmental communication. Required Qualifications: Education: Bachelor's degree in Business, Finance, or a related field. Experience: 5-7 years in procurement management. Skills: Advanced proficiency in Microsoft Office (Word, Excel, PowerPoint, Outlook). Strong analytical, negotiation, and communication skills. Proficiency with inventory management (MRP) systems. Highly organized, with excellent multitasking and prioritization abilities. Ability to work independently, adapt easily, and handle tasks with minimal supervision. Flexibility to adjust to changing demands and work varied hours, if needed. Preferred Skills: Bachelor's in Public Administration, Business, or Contract Management. Familiarity with procurement and scheduling in digital environments. Experience with Power BI and bilingual abilities are a plus.

US$110000 - US$150000 per annum
San Diego
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Supply Chain Manager

Managing all aspects of the Supply Chain Management process, providing leadership for aerospace, defense, and industrial markets. Lead supplier development and commodity strategy. Manage all materials and services. Work alongside Production Control, Masters Scheduling, and S&OP leaders to ensure end-end-end supply chain process runs smoothly. At least 5 years of managing a team of buyers.

US$130000 - US$140000 per year
Albany
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SVP Supply Chain

Senior Vice President Supply Chain (Retail) Senior Vice President Supply Chain Oakland CA $300,000 to $350,000 + Competitive Bonus + Lucrative LTIP A growing and successful, multi-billion-dollar Retailer is looking to hire a New SVP Supply Chain, to be based out of one of their Northern CA locations and help propel the business to the next level and Double in size, expanding to 1,000+ retail store locations across North America. Reporting to the C-suite, and having a key voice in Transformational projects, this exciting opportunity is a mix of both Strategic & Operational responsibilities. Short-term the successful candidate will work closely with the ELT on key areas covering inbound and outbound Transportation, along with Warehousing Network Optimization, before mid-long term focusing on other visionary mission objectives. Key Responsibilities: Provide vision and leadership for End2End Supply Chain Oversee all Supply Chain function including Warehousing, Distribution, Transportation, Distribution, Purchasing and Inventory Management Manage 3rd Party Carrier Transportation and Private Fleet Lead Supply Chain Transformation through facility redesign, process redesign, and network optimization Build comprehensive strategy to provide Supply Chain network in support of store count growth & scale goals Hire, develop and retain a world-class and high-performing team. Implement succession planning initiatives to create long-term value for Supply Chain Deliver ongoing analysis, assessment and implementation of IT systems within the supply chain to provide better data analytics The successful candidate will ideally have: Bachelor's degree (ideally in an analytical subject) Extensive traditional retail experience (multi retail store location network) Proven success with optimizing inbound & outbound Transportation Accomplishments in Warehousing Network Optimization Experience with managing teams of multiple senior direct reports Proven experience implementing/working with ERP systems (SAP, MRP, etc)

US$300000 - US$350000 per year + competitive bonus + LTIP
Oakland
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VP Supply Chain

Position Overview: The Vice President of Supply Chain will lead the end-to-end supply chain strategy and execution for a large, multinational FMCG company based near Rotterdam. This executive position is responsible for ensuring the efficient and cost-effective flow of goods from suppliers to customers while upholding the company's high standards for quality, sustainability, and customer satisfaction. The VP will develop and implement strategies that enhance operational efficiency, reduce costs, and support the company's growth objectives. This role requires a dynamic leader who can drive innovation across a complex supply chain and foster a culture of excellence, accountability, and continuous improvement. Key Responsibilities: Strategic Leadership: Define and lead the supply chain strategy to align with overall business goals, ensuring seamless integration with other departments such as Sales, Marketing, and Finance. Drive long-term planning initiatives for supply chain innovation and capacity building, incorporating digitalization, automation, and sustainability. Develop and manage the annual supply chain budget, focusing on cost control, efficiency gains, and ROI improvements. Operations & Logistics: Oversee all logistics functions, including inbound/outbound transportation, warehousing, and distribution, to ensure timely, cost-effective delivery across all markets. Optimize warehouse management systems (WMS) and transportation management systems (TMS) to improve supply chain visibility, reduce lead times, and minimize disruptions. Ensure compliance with all international logistics regulations, health and safety standards, and environmental protocols. Procurement & Supplier Management: Lead the procurement team in sourcing high-quality raw materials and products, focusing on cost savings, quality assurance, and strategic supplier relationships. Establish risk management processes to secure reliable supplier partnerships and maintain continuity of supply. Oversee contract negotiations, vendor selection, and performance metrics to build strong supplier partnerships and negotiate favorable terms. Demand Planning & Inventory Management: Develop and implement data-driven demand forecasting and inventory management strategies to ensure optimal stock levels and minimize stockouts and overages. Coordinate with Sales and Marketing to respond quickly to demand fluctuations and seasonal variations, enhancing responsiveness and customer satisfaction. Leverage advanced analytics to predict demand trends, reduce forecast errors, and increase forecast accuracy. Manufacturing & Quality Control: Collaborate closely with the manufacturing team to align production capabilities with supply chain goals, focusing on reducing cycle times and improving operational efficiency. Implement robust quality control processes to ensure all products meet regulatory requirements and exceed customer expectations. Identify and resolve bottlenecks, ensuring flexibility and scalability to meet production targets. Sustainability & Compliance: Champion sustainability initiatives across the supply chain, aiming to reduce waste, lower emissions, and implement sustainable sourcing practices. Maintain strict compliance with all local, national, and international regulations, including health and safety, environmental standards, and ethical sourcing. Team Leadership & Development: Lead, mentor, and develop a high-performing supply chain team, promoting a culture of innovation, accountability, and continuous improvement. Foster collaboration across teams and departments to improve communication and alignment within the supply chain function. Establish KPIs and performance management systems to track progress, recognize achievements, and drive team success. Qualifications: Bachelor's degree in Supply Chain Management, Logistics, Business Administration, or a related field; MBA or equivalent advanced degree preferred. Minimum of 12-15 years of progressive experience in supply chain management, with at least 5 years in a senior leadership role within the FMCG sector. Proven experience managing complex, global supply chains with a track record of cost savings, efficiency improvements, and successful risk management. Deep understanding of modern supply chain technologies (e.g., WMS, TMS, ERP systems), data analytics, and automation. Strong negotiation skills and experience in contract management with third-party logistics providers, suppliers, and key stakeholders. Demonstrated commitment to sustainability and environmental responsibility within the supply chain. Excellent leadership skills with the ability to inspire, coach, and build a collaborative, performance-driven team. Fluency in English; proficiency in Dutch or other European languages is an advantage.

Negotiable
Rotterdam
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Vice President Operations

Title: VP Operations Location: Buffalo, NY (On-site) Salary: $170,000-$190,000 + Bonus + LTI About This Opportunity: The VP, Operations is a full-time, on-site position for a leading Food & Beverage Services company. The successful candidate will oversee all operations and site management of a 125k sq. ft. distribution center in Buffalo. The VP, Operations will be responsible forโ€ฆ Managing a team of senior warehouse and transportation managers to ensure a culture focused on people, safety, and cost is built through meaningful engagements. Implementing and ensuring that procedures are followed to provide an efficient, and service-oriented department. Developing and executing strategic plan for the operations department and overall DC business goals. Maintaining profitable operations by controlling inventory, losses, accidents and safety, etc. Enforcing DC & company policies on safety and employee discipline. The ideal VP, Operations should haveโ€ฆ A 4-year college degree. 10+ years of logistics, operations, & distribution experience with at least 5+ years of experience in a management position. Familiarity with DOT regulations + knowledge of OSHA & HAACP regulations. Experience with labor relationships and collective bargaining agreements. Experience with budgeting and cost control.

US$170000 - US$190000 per year + Bonus, LTI, & Relocation Package
Buffalo
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Senior Manager - Supply Chain

Job Title: Senior Manager, Supply Chain Position Overview: We are seeking a highly motivated and experienced Senior Manager of Supply Chain to oversee our supply chain operations. This role is critical in ensuring the efficiency and effectiveness of our supply chain processes while maintaining the highest standards of quality and compliance within the aerospace sector. Key Responsibilities: Develop and implement supply chain strategies that align with organizational goals and objectives. Lead and manage supply chain teams, including procurement, logistics, inventory management, and supplier relations. Oversee the sourcing and evaluation of suppliers, ensuring compliance with industry standards and regulations. Analyze supply chain performance metrics and identify opportunities for improvement. Collaborate with cross-functional teams, including engineering, production, and quality assurance, to support project needs and timelines. Monitor industry trends and advancements, integrating best practices into supply chain operations. Manage budgetary considerations, forecasting, and financial reporting related to supply chain activities. Ensure adherence to aerospace quality standards (e.g., AS9100) and regulatory requirements. Develop risk management strategies to mitigate supply chain disruptions. Foster relationships with key stakeholders and suppliers to enhance collaboration and communication. Qualifications: Bachelor's degree in Supply Chain Management, Engineering, Business Administration, or a related field; Master's degree preferred. FAR/DFAR/ITAR experience TS Clearance preferred 7+ years of experience in supply chain management, preferably in the aerospace or defense industries. Strong understanding of supply chain principles, practices, and technologies. Proven experience in managing teams and driving performance improvement initiatives. Excellent analytical, problem-solving, and decision-making skills. Strong communication and interpersonal skills, with the ability to influence and negotiate effectively. Proficiency in supply chain management software and tools (e.g., ERP systems). Knowledge of aerospace industry regulations and quality standards.

US$120000 - US$130000 per year
Fort Myers
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Director of Customer Operations EMEA

Job Title: Director of Customer Operations, EMEA Location: Amsterdam, Netherlands Key Responsibilities: Lead and manage the daily operations for EMEA. Establish and revise processes and procedures to adapt to business changes. Ensure exceptional full-cycle customer service from inquiry to post-delivery support. Oversee demand and supply management for the EMEA region to meet customer needs and financial goals. Provide direct support to high-profile accounts, including demand planning, project management, and escalations. Ensure financial controls and processes are in place and executed effectively. Assist with HR and payroll functions, including recruitment, orientation, employee relations, benefits, and compliance. Manage sales and marketing administrative support roles. Identify and implement improvements in business operations. Manage assigned projects as needed. Collaborate with sales leadership on regional growth strategies. Work closely with Global counterparts in product marketing, quality, engineering, and planning. Support and manage country-specific third-party service partners. Qualifications: HBO or Bachelor's degree in Business, Supply Chain or related field. Minimum of 5 years of leadership experience in a multi-national organization. Experience in Customer Service, Supply Chain/Logistics. Customer-facing account management experience. Advanced proficiency in Microsoft Word, Excel, PowerPoint, and Outlook. Excellent communication skills in English and Dutch Ability to work under pressure, multi-task, and meet deadlines. Independent, resourceful, and capable of working with individuals at all levels.

Negotiable
Amsterdam
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Supply Chain Leadership News & Insights

Flexible Working is Key to Attract and Retain Talent Despite Challenges, Say DSJ Global Experts  Image
Management Advice

Flexible Working is Key to Attract and Retain Talent Despite Challenges, Say DSJ Global Experts

โ€‹While flexible working has become increasingly popular in recent years, more companies are considering whether they should introduce or continue to allow their employees to work outside of traditional office hours and locations. Can the future be flexible in the supply chain industry, and do organizations need to offer it to attract and retain the best talent?ย The supply chain industry has traditionally been reliant on on-site work, making the implementation of flexible working a unique challenge. However, with the increasing demand for work-life balance and the rise of remote work, industry leaders must find ways to remain competitive in the hiring landscape while balancing the opportunities and challenges of flexible working with their business requirements and objectives. To shed light on this topic, we spoke with some of the talent experts at DSJ Global.Workplace ProductivityFlexible working can increase productivity and loyalty by helping employees feel more in control of their lives and offering a better work-life balance, which in turn can lead to higher levels of motivation and engagementโ€“ but better productivity isnโ€™t guaranteed.As part of DSJ Globalโ€™s report, โ€˜The Impact of Flexible Workingโ€™, we surveyed top business leaders in the supply chain industry to find out how their company has been impacted by the rise of flexible working. Of the 63% of clients surveyed currently offering flexible working, 44% of supply chain execs have seen an increase in productivity, and 40% have seen no change.We asked Ross Williams, Senior Vice President at DSJ Global, if this is in line with his experience helping clients hire industry professionals in the US market:ย โ€œI am not surprised that less than half of leaders have seen an increase in productivity. One theory on improving productivity is that it can come from inspiring employees, and we all know that it can be harder to get humans fired up and motivated to deliver more output and strive for better quality work or tighter deadlines from behind a screen.โ€Company CultureOne of the biggest challenges of flexible working is managing company culture, as when employees are working remotely it can be difficult to ensure that everyone is working towards the same goals. This could lead to misunderstandings and missed deadlines, negatively impacting company culture.DSJ Globalโ€™s survey found an equal split when it comes to flexible working affecting company culture, with 37% each experiencing a positive or negative impact, and the remaining 26% unchanged. Ross provides some further insights:ย โ€œIf candidates are offered a job that is fully remote, it is very easy for them to make the decision to accept as it can avoid them relocating their family and, for example, forcing their children to change school or their spouse to resign from their job.โ€œHowever, some 100% remote companies can find it challenging to drive company culture without face-to-face communication and regular team nights out and office perks. The clients I work with that offer a hybrid work schedule find it easier to manage and steer their company values.โ€Attracting, Hiring and Retaining Top TalentFlexible working can also help companies to attract and retain top talent in todayโ€™s competitive job market, with many professionals looking for companies that offer flexible working arrangements.The biggest hiring challenge according to DSJ Globalโ€™s clients is a shortage of qualified candidates (37%), followed by increasing competition for top talent (20%). 10% find it is a struggle to retain talent. Emily Prendergast, Executive Director at DSJ Global, offers her experience with how businesses can improve their hiring and retention based on candidate attitudes towards flexible working:โ€œWe are currently in a candidate driven market. 2021 - 2022 experienced the โ€˜Great Resignationโ€™, where many candidates took new jobs and caused a candidate shortage. This means that skilled candidates who are now in the market are being courted by multiple companies, so anyone hiring needs to make sure they are putting their best offer forward.โ€œCounteroffers have also increased in an effort to retain existing talent, however companies need to dive deeper into why they are interviewing in the first place. It is no longer enough to just increase someoneโ€™s base salary in hopes of them staying โ€“ being more flexible with hours, listening to feedback, and increasing responsibilities are just some of the things professionals are more interested in fixing with their current employers - not just compensation.โ€Final considerations for businesses considering flexible workingRemote and hybrid options play a central role in both hiring decisions and company culture. The number of days people are expected to be in the office affects the success of a company's hiring strategy and helps retain existing talent, as 67% of survey respondents agree. However, for 16% of supply chain leaders it comes at the expense of productivity, and in 37% of cases it has a negative impact on office culture.ย We asked Ross for his key takeaways for clients asking whether to offer flexible working:โ€œI would advise any organization considering setting up flexible working to understand the reasons why โ€“ is it to attract talent, retain talent or both? You can then determine your business needs and manage the risks by speaking to managers or leaders who have concerns about the negative impacts of flexible working, and determine what your staff want in a flexible working schedule through meetings or by sending out staff surveys.โ€Learn moreThe future of flexible working in the supply chain industry is explored further in DSJ Globalโ€™s report, โ€˜The Impact of Flexible Workingโ€™, where we surveyed business leaders to provide you with insights on how productivity and company culture has been impacted by the increasing prevalence of flexible working, the benefits and challenges it has brought to business leaders, and how companies plan to use flexible working to attract and retain top talent.Click here to download โ€˜The Impact of Flexible Workingโ€™ report.If you would like to talk to us about your current talent needs, fill in our form and one of our consultants will call you back.โ€‹โ€‹

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Interview & Hiring Guidance Image
Management Advice

Interview & Hiring Guidance

โ€‹5 essential tips for employers, hiring managers, and HR on the hiring process across the end-to-end supply chainThe interview process, from initial phone call screenings and psychometric testing, to face to face interviews with the hiring manager and onsite tours, can often be a long and laborious process. So it is imperative to keep an interview process streamlined and engaged, to ensure talent doesnโ€™t drop out, and your organization, and yourself is represented best. Here are 5 vital top tips for employers to stick to when interviewing top talent. Be present Showing excitement to prospective candidates provides insights for them into the potential team culture and attitude. Asking them questions about themselves, on their interests, their lives, their careers, as opposed to only technical questions to vet their hard skills, goes a long way in connecting on a human level. Another way to connect is by sharing real life examples of the day to day, positive experiences about the role and team, and details about project work. These are important talking points candidates like to know, and while they understand an interview may be rigorous technically, maintaining the conversational, human aspect is important too. Being engaged may sound simple, but given how much of the interview process is over Zoom/VC/phone these days, it is easy to get distracted and check emails or open windows on your computer. Remaining attentive and interested will bring the best out of the interview process and provide a positive candidate experience. Also important is to be interesting yourself. Be in sell modeMany of the above points are indirect examples of selling your team and role. However, in a more overt way, providing exciting opportunities at present and for future career growth are always on candidatesโ€™ minds and knowing there is more to be excited about than just hands-on skills or what is in the job description on day one makes them buy into the role and organization more. As part of selling the role, explain why you took this position, and what you liked about the company and team. Be relatable to their circumstances and share with them why the position in your team, at your company, is the best move they can make.Another important aspect to highlight here is the culture. Maybe there is more to what makes the role great than just the daily tasks or responsibilities, such as company sports team, lunch clubs, charitable groups, or environmental initiatives. Highlight what else is enjoyable so that candidates are excited about this role, as well as the team and company, aside from the day to day. These days competition for top talent is so tight, that those cultural differences can distinguish you amongst the rest.Be positive Many of the above points translate to this aspect of hiring, but above all, being cordial, professional, and sharing timely feedback all contribute to a positive candidate experience. In some cases, the candidate may not be a good fit culturally, or for your position, but you should still offer them professionalism and positivity in the interview. Remember, they may have colleagues or a network of other experts that could be better suited for your role/team. You want them to have a positive experience to refer people to you, and maintain your companyโ€™s reputation in the market, as well as your own. It's also important to note that many candidates often have other processes in the mix, so if you give them any chances to doubt their experience, they could be more likely to go elsewhere. Be flexible If a professional isnโ€™t the 100% right fit, still ask yourself if there is a place for them in the team or organization, especially if they bring something unique to the company. Keep an open mind when recruiting talent, and consider the future headcount. Potentially you can create a new role for an exceptional candidate, especially if you donโ€™t want to lose someone good to a competitor. See the positives in a candidateโ€™s skillset if they bring enough to the table, and find reasons to say yes, especially in this market. Outside of being flexible with the job description, can you also be flexible with the offer? Offering nuanced benefits, flexible working, and customizing offers to the individual joining can again make the difference between rejecting and accepting. Be decisive The market is still exceptionally hot, so it is vital hiring managers are mindful of how quick an interview process needs to be. โ€œKeeping someone warmโ€ is so important, but if you canโ€™t commit to them you do risk them going in another direction. Therefore, be timely with your feedback, especially if it's positive, to keep the momentum up. If they are at the top of your mind, you should stay at the top of theirs. Try and push approvals quickly as well. This is often bureaucratic but affect whatever influence you can have on an interview or hiring process, and donโ€™t allow things to slow down if you can control it.Finally, be competitive. Donโ€™t allow back and forth negotiations to hinder a process or allow time for other processes to catch up. Put your best, most competitive offer forward so it entices them from the very start. ย To hire the best candidate for your open role, get in touch with DSJ Globalย today. As a specialist talent partner across the end-to-end supply chain, we have access to industry-leading talent around the world. Find the talent you need by submitting your vacancy, or request a call back below to elevate your hiring process with the right talent partner today.

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The Impact of Flexible Working Image
Highlights

The Impact of Flexible Working

โ€‹Assessing the adoption of flexible working in the supply chain industrySince its introduction to the masses, flexible working has revolutionized the world of employment. As the demand for supply chain professionals continues to grow worldwide, strategies to facilitate flexible and remote working have become essential in attracting and retaining top-tier talent.For many, some degree of flexibility is essential to achieving a healthy work-life balance. This can in turn, result in a happier and more productive workforce, which benefits businesses. However, moving processes away from the office can also have a negative impact on company culture, as teams interact less, decreasing productivity. The ambiguity of the situation made us wonder: What is the real impact of flexible working? To answer this question, here at DSJ Global we engaged with top businesses to understand their flexible working strategy. Exploring the state of flexible working across the supply chain, we take a look at the following: How productivity and company culture has been impacted by hybrid and flexible working patterns What leaders see as the benefits and the challenges to flexible workingHow companies plan to use flexible working to attract and retain top talentOffering valuable insights to professionals seeking to understand the state of flexible working in supply chain, and for organizations reflecting on their flexible and working from home policies, both can take away a number of key considerations from this exclusive report. Download your copy of the report by completing the form below:โ€‹

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How the Head of DSJ Global Berlin Supports Diversity in the Supply Chain Industry Image
Diversity & Equality

How the Head of DSJ Global Berlin Supports Diversity in the Supply Chain Industry

When Phaidon International approached Yacine Fall in 2019, the Berlin office had only just opened. It offered tremendous potential for growth, which Yacine saw and seized.ย Originally from the south of Germany and a passionate dancer to this day, Yacine had moved to Berlin to study sports and economics. Upon graduation, she wanted a career that empowered her to decide for herself where to go and how to progress. At DSJ Global, she entered the world of end-to-end Supply Chain and has advanced to brand head for DSJ Global in Berlin in just four years.ย We spoke to Yacine about the importance of International Womenโ€™s Day, how she encourages diversity both within her team and at the companies she consults, what advice she would give her younger self, and more.ย What are you proudest of in your career?โ€œThere have been quite a lot of things Iโ€™m super proud of, including the progress Iโ€™ve made as a person. My team at DSJ Global broke a very long-standing record in January, and it was one of the goals Iโ€™d set myself when I became head of DSJ Global in Berlin. Iโ€™m very proud that we achieved this as a team, that everyone contributed to a collective effort. It was not a one-man or one-woman show."Iโ€™m also proud of the growth Iโ€™ve seen and supported. We are now twelve people in the Berlin office. When I started in 2019, we were three. For this year, my goal is to guide several team members into their first management role, which will allow us to grow even further.โ€Why do you think itโ€™s important to celebrate International Womenโ€™s Day, especially in the workplace?โ€œI think itโ€™s important to celebrate International Womenโ€™s Day to highlight it and create awareness around it. But I think itโ€™s even more important to make it an actual effort and to center a mission of change. Of course, thatโ€™s not something that is done within one day. Rather, every day must be part of the DNA of a business and must be driven forward โ€“ not only by women but as a collective effort to change something.ย "Iโ€™m very happy that I found my way into a company that is making an honest effort in changing things. Iโ€™m part of an office where we have a very diverse leadership team and very proud of all the other women who are coming into managing roles and actually dominating the management table by numbers. Letโ€™s see what the next year brings!โ€How do you encourage gender diversity internally in your brand?ย โ€œFor me, itโ€™s not only about gender diversity. In my team, we have quite a good balance between male and female. Diversity also means that you have people of the LGBTQ+ community, people of different races, people of different ages, different nationalities, different languages. Thatโ€™s what weโ€™re trying to embody in our brand.ย "To achieve it, we make our hiring as transparent as possible. That involves asking the same questions to everyone to prevent a biased interview process, as well as speaking to as many people as possible. We try to get to know the candidates on an individual level even if they donโ€™t seem like the perfect fit on paper. Thatโ€™s what I base my own hiring on.ย "So far, my efforts reflect in the team. Of course, thatโ€™s not something you can simply check off a list. Thereโ€™s always room for improvement. Therefore, weโ€™re working closely with our Talent Acquisition Team to make sure they know the kind of people weโ€™re looking for. Thatโ€™s very important to me and the DSJ Global hiring strategy.โ€How do you encourage gender diversity in your sector?โ€œAs partners for the companies weโ€™re working with, we engage with them on eye-level and truly consult them."Within end-to-end Supply Chain, especially when you look towards the automotive industry, itโ€™s very male dominated. We make an active effort to highlight female talent or candidates from minority groups to make sure they are actually seen and represented in front of our clients.ย "Itโ€™s an active effort on our part to provide a diverse shortlist. Sometimes, when we find an outstanding female professional looking for a new opportunity, we also contact companies to introduce this candidate.ย "Of course, female talent has always been a topic, but compared to when I first started, far more companies are telling us directly they expect a certain quota of female candidates in the shortlists we provide. To me, that shows that theyโ€™re actually trying to make an effort and address a lack of diversity in their company. Especially bigger companies now have more guidelines in place to avoid discrimination.ย "But itโ€™s still a long way to go for end-to-end Supply Chain. The roles that we work on at DSJ Global are at a certain seniority level and we can only work with the professionals who are already there. In the future, I think we will see more female talent since a lot of company programs are targeting diverse candidates early on in their careers. You can tell that awareness is increasing year by year, which is a very good thing to see.โ€What advice would you give your younger self?โ€œThe advice I would give to myself in the early stages of my professional career is that you donโ€™t have to apologize for being loud or speaking your mind. Especially now as a female leader, I have far more confidence in myself and in the things Iโ€™m saying. I realised that when I first started in the corporate world, I always tried to blend in. I would tell my younger self to not dim your light just to not blind other people. Be there, be vocal, speak your mind. Then youโ€™re going to find your place.โ€What advice would you give other women and women of color in the professional world?ย โ€œEspecially for women of color, when youโ€™re raised in a very white environment, we usually fall into the trap that you always feel like the eyes are on you and that you draw a lot of attention by the way that you look. Oftentimes, we want to be everybodyโ€™s darling and become a people pleaser to not step on anyoneโ€™s toes.ย "But to actually change the way things work in the world, you need to step on peopleโ€™s toes and have uncomfortable conversations. To gain the strength to do that, itโ€™s very important to find your allies within a company quite quickly, for example, find your sponsors and mentors. Surround yourself with them, speak to them, use them and then itโ€™s going to be far easier to gain the confidence to have these uncomfortable conversations and step on other peopleโ€™s toes a little bit.โ€For more interviews with the inspiring women at Phaidon International, please visit our hub here.

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Finding a Company Culture That Fits Image
Supply-Chain

Finding a Company Culture That Fits

For professionals seeking a new job, itโ€™s often factors like salary, the day-to-day of the role itself, and the company brand that are central to the decision process. But each company has its own culture, customs, and values, even if they arenโ€™t clearly defined, and they actually have more of an influence on your productivity, success, and even earnings than might be immediately clear.The world of work has undergone some remarkable transformation over the last few years, accelerated by the pandemic and the redefining of our values that it sparked - not to mention the major shift to a candidate-driven job market. As a result, experts have been given the opportunity to rethink whatโ€™s important to them in their day-to-day work life beyond the paycheck or job spec, and in large professional sectors in particular, such as technology and finance, this has positively influenced hiring companiesโ€™ approach to culture and its pivotal role in attracting and retaining top talent, as well as quality of work.โ€ฏA companyโ€™s culture is essentially its personality, and while some may think of it as a buzzword that signifies lunch time yoga or wearing casual clothes to work, it plays a much greater role in how an employee shows up for work every day than any promotion, bonus, or salary could. Thankfully, businesses are catching on, and companies from trendy new start-ups to corporate powerhouses are adapting to the changing needs of professionals, investing more intentionally in developing cultures focused on collaboration, positivity, and flexibility, alongside added perks that are both useful and unusual, giving them an extra competitive edge.โ€ฏBusiness cultures are just as varied as those in societies, and there can be danger in taking a job in a company where there is a cultural disconnect between employer and employee. This can lead to issues down the line as the employee becomes unhappy and the employer is dissatisfied with attitude or performance. When interviewing for a new role, it is therefore imperative that you are conducting your own assessment of their culture and how you would fit into it. Itโ€™s one thing to ask broadly about what their culture is like, but itโ€™s important to come prepared with more specific questions in order to get a deeper sense of what life as an employee there would really be like.โ€ฏThis article will look at what to focus on when assessing the culture of a workplace you are interviewing for, and how to get a realistic impression of the culture by doing some digging yourself before accepting a job offer.โ€ฏLook beyond the free gym passWhen reading about a potential role at a new company, itโ€™s important to look beyond the shiny, eye-catching perks that theyโ€™ll want to tell you all about. While a free gym pass, pizza Fridays, a pool table, and fabulous social events are alluring, (and rightfully so, as they are a sign of a company that wants to reward the hard work of its employees) these are surface level, and your experience in the company will depend much more on deeper cultural traits and values such as flexibility when you need it, a supportive team environment, recognition, and opportunities for growth.โ€ฏWhile some perks are inventive and exciting and can certainly enhance your experience, a cool office space will never compensate for a negative work environment, and your happiness is always more important than a brand name on your CV or a bottle of beer on a Friday. Remember that perks are part of company culture, but not the culture itself, and it is a company culture that helps businesses pull through times when money for perks isnโ€™t on tap.What is truly important to you?You can work in a beautiful office with tastefully exposed brickwork and a designer chair, but none of this will matter if you hate your job. Approaching your job search having previously assessed what exactly you are seeking from your work life, what your non-negotiables are, and which elements of company culture will have the biggest impact on you, will help you to stay focused and land the role thatโ€™s right for you.โ€ฏWork out what truly motivates you and will support you to be the best version of yourself both professionally and personally, whether itโ€™s flexible working options, a diverse workforce, or a tight-knit team, and see if this is provided by the company you are interviewing for.โ€ฏConsider which environments make you feel productive. How do you best work? Are you seeking more autonomy and the option to work from home? Then you may not be a fit for a company that is heavily focused on collaboration and team socialising.What is the companyโ€™s mission? Its values? Does it have a corporate social responsibility programme? A diverse workforce? Pinpoint those core values and see how they align with the messages companies are including on their employee value proposition and materials for professionals. These will inspire commitment and confidence in both your search and in the decision you land on.How to research a company culture as a professionalJust as youโ€™ll want to get a feel for a neighbourhood before you buy a house, the same applies when you are searching for a new job. Your actual exposure to a company can be limited within the recruitment process, so we recommend using the following to research a companyโ€™s culture.Do some digging onlineHave a look at employee review sites such as Glassdoor for comments from inside the company on their culture. However, keep in mind that people are potentially more likely to leave a bad review than a good one. This may mean, however, that a company with a slew of great reviews could be a particularly positive sign.See if you have any connections within the company on LinkedIn and get the inside scoop from them. Again, donโ€™t take these viewpoints as gospel, but rather as a building block and a way to get a general idea of employee experience. LinkedIn is also a way to find out the general tenure of people who work there as well as possibilities for progression and development. Good retention and development can be a sign of a positive company culture.โ€ฏBranch out during your interviewWhile an interview is a companyโ€™s chance to determine whether your skills and experience are right for the role, a large part of the decision will come down to character fit, which is essentially another way of determining how you would fit into their culture. Itโ€™s also a two-way street, of course, meaning itโ€™s your opportunity to figure out if their culture is a fit for you, too.โ€ฏA great way to get the answers to this question that you need is to find an opportunity to speak candidly to your interviewer or others you meet within the business. These are likely the people youโ€™ll be interacting with regularly and youโ€™ll want to get a sense of how they communicate, both to you and to each other. Are they excited about the company? Do they seem to get along well? Do you have things in common beyond the professional? These are all factors that contribute to the overall culture and will impact your everyday experience.Be specificAsking a generic question will give you a generic answer, and hiring managers and other people who may be part of your interview process donโ€™t want to hear the same old question interview after interview. Instead, show the company youโ€™re interviewing for that youโ€™re looking for more than to just show up, do the work, and get paid. Youโ€™re an individual with more to offer, and all parties will benefit from a good cultural fit. In addition, itโ€™s not enough for you to take their word that they have a great company culture. Get into specifics and request examples of when company values and culture have led to success or excellent employee wellbeing.โ€ฏFor example, say that you want to work somewhere where personal development is taken seriously, and then ask for an example where a personal development program has helped an employee achieve a promotion or a new qualification. Or if mental health support is important to you, ask about the ways in which the company offers this and whether itโ€™s been well utilised.โ€ฏThese stories and examples will give you a much better impression of how the culture works rather than memorised lines about remote working policies and employee engagement. And on top of that, youโ€™ll get a much better feel for the people behind the job titles, which is half the battle when it comes to understanding where you fit into a companyโ€™s culture.โ€ฏNo matter what position you find yourself in, use these tips to spot the work cultures that will โ€” and will not โ€” work for you. The company you ultimately choose should enable you to flourish rather than wear you (or your well-being) out.

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Energy Crisis Along the Value Chain โ€“ Four Companies on the Road to Sustainability Image
Management & Culture

Energy Crisis Along the Value Chain โ€“ Four Companies on the Road to Sustainability

โ€‹DSJ Global discovered how four companies are saving energy and reducing emissionsRising prices, persistent inflation โ€“ what affects private households burdens the supply chain industry to an even greater extent. While energy-saving measures used to be simply related to a company's own Health, Safety, Environment (HSE) and sustainability strategy to reduce its carbon footprint, they are now part of essential processes that could secure long-term cost savings and eco-optimize a companyโ€™s future.But what can be done along the supply chain to keep control over rising energy costs? How can firms reduce their carbon footprint to both cut emissions and minimizeย consumption? Yumiko Moehlmann, Head of Quality & HSE at DSJ Global, asked.ย Reducing the carbon footprint as a businessย When asked, "What is your company doing to become more sustainable and save energy?" 51% of participants responded with a clear "reduce carbon footprint."ย 20% of companies are sourcing more sustainable raw materials for their production while 16% are switching to energy-saving solutions for lighting. 12% also said they are raising awareness among their employees through education and training.ย To gain further insights, Yumiko Moehlmann personally surveyed her network in the Quality and HSE area on the topic, talking to four companies along the supply chain to provide insights into how their companies are defying rising energy prices - or not.ย Energy targets firmly anchored in corporate cultureCOO at a global player in the e-mobility sectorThe e-mobility sector is considered a pioneer in sustainability. A global player and client of DSJ Global also pursues this mission at the level of corporate culture. They have clearly defined environmental and energy goals and woven them into their corporate strategy.ย "We raise awareness on the topic of energy," explains the COO. By visualizing the costs and energy consumption of equipment and production, their company create awareness among employees, who can adjust and optimize their actions and processes accordingly.ย There are also detailed shutdown lists to ensure that sensitive machinery is operated correctly and that all employees are taught the right procedure. This saves resources and protects the equipment. Furthermore, efforts to switch to the most modern and energy-saving machines support the companyโ€™s current measures. Although these machines have to meet certain requirements, they are much more efficient and cost-effective to operate.For example, the global player has already converted to a decentralized compressed air network with small local systems that run when they are needed. Previously, they were in continuous operation even though it wasn't necessary.ย โ€‹In-house gardening as a delicious solutionโ€‹Director Global EHS at a tier 1 automotive supplierโ€‹One easy-to-implement option for indirectly reducing one's own emissions is to switch to so-called green electricity, i.e. electricity from renewable sources. Electricity from solar, wind or even biogas produces less CO2 during production and is therefore considered better for the environment. Yet upon closer inspection, these promising effects might be lower in reality, according to the Director for Global EHS at a tier 1 automotive supplier.ย โ€‹This long-time customer of DSJ Global has already converted many areas to green energy. However, the Director was skepticalโ€“ he saw it as clear "greenwashing."ย โ€‹Greenwashing refers to the attempt by organizations to achieve a "green image" through communication, marketing and individual measures without having systematically anchored corresponding measures in the operational business.ย โ€‹"Electricity is ultimately the same for everyone," says the Director. The percentage from renewable sources doesn't change the fact of how much energy is consumed, he said. Consequently, a widely advertised switch to green electricity is not effective, since ESG must be primarily about reducing the company's own emissions.ย โ€‹For the Director, however, it would be more effective to switch all light sources in operation to resource-saving LEDs.ย โ€‹Unfortunately, the biggest problem cannot be solved so easily: According to lifecycle analyses that the automotive supplier initiated for each product, their supply chain leaves the largest carbon footprint.ย ย โ€‹They found that commuting had a particularly heavy impact as well. After two years of pandemic home office regulations, more and more companies are looking to return to the office to strengthen collaboration within departments and teams.ย โ€‹As the Director explains, his company is currently looking for a solution to make this more sustainable. Some employees have no other choice than their car, but for others, covering the cost for public transportation or even leasing a bike is an option. In addition, smaller on-site office spaces could help reduce emissions if a location has a larger catchment area with longer commutes.โ€‹In other areas, there's room for more creativity: some locations of the automotive supplier, the director said, have established in-house gardens to more sustainably source the fresh fruits and vegetables provided to employees each day. "In the past, fruits and vegetables were delivered daily," the Director explains. "Inhouse gardening stops the supply chain and their vans, saving tons of CO2, and the company cafeterias use the homegrown fruits and vegetables instead."โ€‹The initiative has been so well received that entire teams are now getting personally involved. In the "Lunch & Learn" format, employees educate themselves via open lectures on a variety of topics while enjoying a company-funded lunch.โ€‹Global Sustainability Manager defies initial pessimismโ€‹Head of Health, Safety, Environment, Sustainability, Quality, at a global player in the chemical industryโ€‹There is less optimism at a company in the CHEMPARK network. The head of HSSEQ sees very little potential โ€“ apart from putting a stop to production โ€“ for saving energy.โ€‹Reducing commuting and the associated emissions as well as the energy required through more flexible home office solutions is only possible to a limited extent in the case of this company, he says.ย โ€‹But the company does not want to give up. It has recently hired a Global Sustainability Manager and hopes for sustainable change, even if any structures have to develop before they take effect and lead to savings.ย โ€‹Photovoltaics as an alternative to costly investmentsโ€‹Senior Manager Mineralization at a building materials manufacturerโ€‹The possibility of saving energy in cement production is a question that also occupies the senior manager for mineralization of a building materials manufacturer. In fact, the only way to do this, the senior manager says, is to stop production or shut it down โ€“ neither of which are economically viable options, of course.โ€‹Since the manufacturer buys its electricity on the stock exchange, itโ€™s possible to obtain it more cheaply, yet that depends on the production processes. They need to be optimized to allow for a more cost-effective tariff.ย โ€‹Another option is to invest in more energy-efficient plants. "Some of our equipment is 60 or 70 years old," the senior manager says. "New machines are inevitably more energy efficient, but realistically we can't replace all the machines because the cost would be far too high."โ€‹How his company nevertheless tries to counteract the enormous costs and has been reducing the overall need for externally produced energy for years. Their method of choice: photovoltaic systems on the factory roofs. This is already proving effective: The resulting savings could light up an entire small town.ย โ€‹Heat recovery as the vision of the futureโ€‹Senior EHS Manager at a global semiconductor companyโ€‹Since they are renting in their current location, this global semiconductor company has little room to maneuver.ย โ€‹"We're turning down the heat, relying on home offices and reduced hours," explains DSJ Global's client. Long-term goals are few and far between since, as a tenant, they can't seek extensive renovations.ย โ€‹Still, there are innovative ideas: Since the production machines give off a lot of heat, the Senior EHS Manager and his team are working on using this to generate electricity via heat recovery.โ€‹Funding for production conversion in sightโ€‹As difficult as cost savings and emissions reductions are: A competitive, climate-friendly industry is essential for sustainable growth and the fight against climate change.ย ย โ€‹At the beginning of December 2022, Germanyโ€™s Economics Minister Robert Habeck announced climate protection agreements that he would conclude with industry in 2023 to stimulate necessary investments in the use of hydrogen. This is the best alternative to fossil energy sources, especially in the steel and chemical industries. Under the climate protection agreements, companies receive both subsidies and monetary support if they convert to green production.ย ย โ€‹When and to what extent these funds will come remains to be seen. Until then, it's up to innovative ideas like indoor gardens and company-owned photovoltaic systems to make the value chain more sustainable. โ€‹Conclusionโ€‹Opinions on how to save energy along the value chain vary widely, Yumiko Moehlmann confirms. "Many companies don't want to or can't change anything, or position themselves better. Others invest a lot in it."ย โ€‹She sees the promised climate agreements as a positive sign. After all, as some of the examples cited show, companies especially need help with the enormous costs of switching to greener production.ย โ€‹Yumiko and her team of experts at DSJ Global are closely following how the energy crisis is affecting HSE and sustainability strategies and how different companies are adapting. Whether the companies that are not currently planning any changes will aim for more sustainable production in the future remains cause for speculation.โ€‹Your partner for sustainable niche professionalsโ€‹In addition to HSE talents, our global network continues to grow in the area of Corporate Social Responsibility (CSR) and Sustainability.โ€‹Reach out to our talent experts today, to discuss us supporting you with a vacancy, or as a professional keen to make their next career move.ย โ€‹Submit a vacancyโ€‹Send CVโ€‹Contactโ€‹Yumiko Moehlmannโ€‹Head of Quality & HSE, DSJ Globalโ€‹yumiko.moehlmann@dsjglobal.comโ€‹+49 30 726211418

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Managing Millennials and the Future of Leadership Image
Management & Culture

Managing Millennials and the Future of Leadership

โ€‹It is evident that when it comes towork, millennials are very different than the generations that came before them. In order to support and manage this type of talent, it is essential to address the generational differences, to better understand their priorities and behavior in the workplace.Millennials all have one thing in common: they want to make a difference. Research suggests that this new breed of worker is not primarily motivated by money. In a survey byVirtualiand Workplace Trends, just under half ofmillennialsidentified empowering others as their primary motivation for leadership. It is more than just a numbers game, with only 5% citing money as the reason they would pursue a leadership role.Given these difference, current leaders must consider new management styles for leading these employees, and consider how to incorporate millennial priorities into the organizational processes. Additionally, as millennials themselves begin to reach management positions, organizations must consider how these leaders, and their own management styles, will differ from the leaders who preceded them.Managing MillennialsGenerational differences mean that millennial workers need to be managed in a different way; focusing on how they perceive their role in the workplace. Many studies are promoting the idea that rather than a traditional management structure, millennials prefer to be โ€˜ledโ€™, rather than โ€˜managedโ€™. This shift is promoting new and emerging attitudes when it comes to the nature of leadership. It is down, in part, to the fact that millennials donโ€™t see work in the traditional sense. Rather, millennials see the workplace as a hub of innovation and a place to be social โ€“ and now the workplace and leadership need to adapt to meet these expectations. Collaboration is key when it comes to millennials as they value relationships and teamwork, rather than individual contribution.In the modernworkplacethe line between the personal and the professional is beginning to blur, and itโ€™s important to make adjustments accordingly. Work is part of the identity of the millennial generation; andthis needs to be accounted for in the way they are managed.The priorities of millennials are different to those of previous generations in several key ways.AdvancementMillennials see promotional and advancement as a central factor in theworkplace,and value these opportunities within a company. It is one of the key motivators they consider when choosing a company to join. Managers need to focus not just on how these employees can help the business, but how the organization can support them into the next stages of their professional growth. New experiences are of the utmost importance to millennials; tactics such as putting themonrotation to experience and learn about different areas of the business can help them feel they are continually growing.It is imperative to understand that these employees have an expectation that performance leads to faster advancement. To keep them satisfied with their positions, companies need to create a strong correlation between performance and promotions. One strategy to consider is adding additional grades and position levels to make quick and more frequent promotions feasible from a business perspective.It is not just about their own advancement but the idea that everything is progressing โ€“ task these staff with creating innovative solutions to existing processes and problems. Efficiency is a priority, and they value the ability to contribute to the wider growth and progress of the organization.Training is a valuable tool in retaining millennials, for whom continued learning and development isa mainfocus. They want to learn new skills and constantly develop themselves personally and professionally. Offering training opportunities to existing employees is a great way to maintain a focus on progression.FeedbackMillennials like to know where they stand, and how they are performing in relation to their goals. Whether it is constructive criticism about how they could perform better next time or just praise for a job well done, this group appreciatesfeedback. This could come in the form of regular one-to-one meetings or quarterly appraisals, but what matters is the continued dialogue and feedback on their work. The mentality behind this is similar to that of advancement โ€“ millennials like to feel that they are always movingforwardsand advancing, so providing continuous feedback maintains the perception of progressing towards a target, and allows for improvements or adjustments if needed.A job is not just about money for a millennial, they want to know that they are learning and growing throughout their career. Regular meetings and feedback are likely to boost performance, creating a more productive, motivated team.Diversity85% of millennial talent globally have identified diversity and inclusion as important when it comes to choosing a workplace. There is a disconnect between candidates and employers with 71% of candidates feeling that a number of employers who promote diversity are โ€˜ticking boxesโ€™ rather than genuinely supporting diversity initiatives. It is vital that organizations build diversity into their employer value propositions and communicate it to potential candidates with their employer brand marketing.Businesses should take this a step further, integrating it into the foundations of the business.3 Millennials are keen to be involved in diversity initiatives and will likely participate in any projects and initiatives that foster a more inclusive work environment. For this reason, diversity is not only important for attracting millennial talent, but also retaining them and keeping them engaged with the organization.The Importance of FlexibilityOne of the most central priorities for millennial workers is flexibility This generation works well when given detailed instructions and set KPIs, but would prefer to have a more flexible working arrangement to meet their targets, rather than being micromanaged.Flexible working environments are also attractive to millennials because it helps them maintain work-life balance. Millennials value the potential to work from home or even from a coffee shop โ€“ with the emphasis on quality of work, rather than the location of where the work is performed. Millennials value the ability to see and do new things, such astravelling, so flexibility is a big motivator for this demographic, many of whom have a strong desire to work abroad as part of a role.Millennials in LeadershipMillennials are different to the Gen X-ers and baby boomers mainly in that they have grown up at a time where nearly every aspect of their lives has been infiltrated by technology. This has not only shaped their needs and wants from an employment perspective, but also it alters the management style they will have as leaders themselves.Millennials value what are considered โ€˜softโ€™ principles when it comes to leadership. These include areas such as wellbeing and employee development. Only one in ten millennials felt that effective leaders focused on the bottom line alone. Qualities such as the ability to inspire, vision, the ability to make decisions, and passion were all earmarked as vital characteristic for a strong leader.Communication skills and relationship-building are often highlighted as the most important skills, with more than half of millennials seeing these as essential (58% and 55% respectively). They also noted these as their core strengths, while industry knowledge (43%) and technical expertise (41%) were seen as less important for a leader.6The majority of millennials want to be transformational leaders who disrupt the status quo and inspire their team. The nature of leadership is evolving and the more traditional hierarchy with a leader imposing rigid control has fallen in popularity, with collaboration and innovation being the key priorities in the minds of millennial leaders.Long-Term ChangeMillennials have a different take on management, both how they prefer to be managed and the types of manager they aspire to be. The central factor lies in their inclination towards leadership, rather than traditional management. They want to be inspired both by their managers and their team around them.As they now make up such a large proportion of the workforce, itโ€™s likely that these changes will create long-term evolution to the nature of leadership in the workplace. As the definition of leadership changes, itโ€™s important for organizations to keep an open mind about the changing relationship between management and employees and adapt processes to these shifting priorities. Focusing on these objectives will help to attract the best talent and make a company an employer of choice for millennials.To learn more about attracting millennials to your organization and how millennials will continue to impact leadership in the workplace, get in touch today.โ€‹Sources:https://www.inc.com/jeff-haden/managing-millenials-how- to-lead-connect-and-engage-millenial-employees.htmlhttps://www.forbes.com/sites/georgebradt/2014/05/27/ trying-to-manage-millennials-give-up-and-lead-them- instead/#50afe6b725bdhttp://pwc.blogs.com/gender_agenda/2017/01/inclusive- recruitment.htmlhttp://www.pwc.com/gx/en/issues/talent/future-of-work/ managing-millennials.htmlhttp://knowledge-leader.colliers.com/dylan-taylor/how- millennials-are-redefining-leadership/http://www.cio.com/article/2956600/leadership- management/how-millennials-challenge-traditional- leadership.htmlhttp://knowledge-leader.colliers.com/dylan-taylor/how- millennials-are-redefining-leadership/--------DSJ Global is a leading specialist recruitment agency for procurement and supply chain professionals. We know that procurement and supply chain is the critical business driver in any business. We exist to take care of one of the marketโ€™s most significant challenges: talent acquisition. Today, we provide contingency, retained search and project-based contract recruitment from our global hubs in London, Berlin, Switzerland, New York and Chicago.We pride ourselves in keeping our professional network up-to-date with any changes that will shape the future of work or affect the hiring process. Visit our website to discover more invaluable insights, including exclusive research, salary guides and market trends. โ€‹

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