Transcending from Procurement Leader to Business

Transcending from Procurement Leader to
Business Strategy Partner
The Secret To Supply Chain Career Success
Presented by Russell Reynolds Associates’ Kevin Harris
1020012
1
Transcending from Procurement Leader to
Business Strategy Partner
The Secret To Supply Chain Career Success
Presented by Russell Reynolds Associates’ Kevin Harris
1020012
2
Russell Reynolds Associates
Human Resources
Operating Officers
Board of Directors
EVP, SVP & VP Human Resources
Compensation & Benefits
 Employee Relations
 Organizational Development
 Change Management
Chief Executive Officer
Chief Operating Officer
 Group/Divisional President
 Executive Vice President
 Senior Vice President




Sales & Marketing
Financial Officers
Chief Financial Officer
 Treasury
 Investor Relations
 Corporate Development & Strategy
 Control/Audit
 Tax
 Financial Planning & Analysis

Supply Chain & Logistics
Legal


General Counsel
Partner
Chief Marketing Officer
 EVP, SVP & VP Marketing
 Director of Marketing
 Diversity Marketing
 Regional Marketing Manager
 Consumer Marketing Talent
 Brand Advertising

Russell Reynolds
Associates’ Executive
Recruiting
Chief Procurement Officer
Procurement VP Director
 Logistics
 Supply Chain

Technology
Chief Technology Officer
 Chief Information Officer


3
Supply Chain Leader – Structure Defined
Kevin Harris
SHDOC#39999
Supply Chain Leaders Defined
Evolving Organizations: Traditions Structures
Traditional: Silo To The Top Leaders At HQ
Purchasing
Production
Logistics
Engineering
5
Supply Chain Leaders Defined
Evolving Organizations: Virtual Supply Chain Organizations
Ex. Unilever, Proctor & Gamble, TE
CEO OR BU LEADER
Supply
Chain
Purchasing
Logistics
Production
Purchasing
Logistics
Supply
Chain
Production
Engineering
 Total Cost Decision Making
 Total Value Stream View
 Total Takt Time Alignment
 Total VSM Focus
 Smart Leverage of Resources
 Inventory Reduction
 VA/VE & Design for Mfg
Advantages: Business Alignment, Fast Decisions, Optimized Chain, Aligned Resources
Dangers: Biased Leadership
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Supply Chain Leaders Defined
Evolving Organizations: Virtual Supply Chain Organizations
Ex. TE (Apple), GM (CTO/VLE)
Focus Teams
• Flat / fast decision making
• Intense client or opportunity focus
•Co-located for speed to market to address
ENGINEERING
RESEARCH
DEVELOPMENT
•Partial design releases from client
•Swift returns on design resolution
PRODUCTION
PURCHASING
LOGISTICS
•Co-located for design innovation
•Support Design for manufacturability and material re-use
•Designed for cutting edge innovation and speed to market
Advantages: Superior Speed to market, Strongest Suppliers, Flexible Supply Chain, Constant
Innovation
Pre-requisites: Leverage on all players is needed. HR / Org structures need to enable this.
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Where Do Global Supply Chain Leaders Come From?
Myths vs. Reality
An Analysis of the Career Patterns of Top Supply Chain Officers from Gartner’s Top
Supply Chain Companies. RRA, Feb 2014
Brief Note: Research Methodology and Dataset

In July 2013, Russell Reynolds Associates initiated a detailed review of the career path of supply chain leaders of large
manufacturing firms around the world

Our analysis explored the dynamics of each supply chain leader’s appointment to their current role (e.g., was s/he promoted
internally or recruited externally?) Our Analysis also explored the leadership experiences that each individual had gained exposure to
across the course of his/her career (e.g. had s/he ever held an Engineering Role, Procurement Role, Logistics Role? Had s/he ever
held a role as General Manager?)

Career experiences were assessed based on thorough reviews of both public and proprietary databases

For this presentation, our analysis includes profiles of 52 Supply Chain Leaders from 36 Companies listed on the Gartner’s Top
50 Supply Chain Companies (2013). As in some cases firms organize the supply chain function per product groups and/or regions, it
is possible that more than one supply chain leader per firm is selected for this analysis

Supply Chain Leaders were selected at the highest level within the company.
23%
America
Consumer
29%
Healthcare
Asia
4%
73%
Europe
52%
11%
Technology
Industrial
8%
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Majority of Supply Chain Leaders are Promoted Internally
Leaders
are
External
28%
Not
Job
Hoppers!Internal
Share of Supply Chain Leaders Promoted Internally versus
Recruited Externally
72%
A Snapshot of External Hires
86% are recruited from within the same
industry
Internal
75%
External
25%
54% have previous leadership experience
in all three of the following disciplines:
procurement, manufacturing and
distribution
On average, externally-hired SCCs held 22
years of supply chain experience prior to
their appointments
38% hold a postgraduate degree
15% are female candidates
Source: Russell Reynolds Associates
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A Long (Internal) Road to the Top & a Notable Population of “Heir Apparents”
A significant majority of internally-promoted supply chain leaders demonstrate lengthy tenures with their organizations.
Tenure with Organization Prior to Promotion to Current Role
Internally-Promoted Supply Chain Leaders
11 Years
of Tenure
or More
The Power of Patience?
• 54% of internally-promoted Supply Chain
leaders had more than 20 years of tenure
prior to promotion to the top Supply Chain
role
23%
77%
10 Years
of Tenure
or Less
A Meaningful Population of “Heir
Apparent” Hires
• Only 8% of internally-promoted Supply Chain
leaders had five or fewer years of tenure in
advance of their promotions
Source: Russell Reynolds Associates
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Candidates Want to Stay - Multinationals Penalize Inconsistent Work History
Educate your team
On
Stability
Source: Rand Ghayad visiting scholar Boston Fed PhD economics at Northeastern Univ and William Dickens a professor of economics at Northeastern
“Long Term Unemployment Churn”
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Supply Chain Leaders Prominent Career Experience
Supply Chain leaders tend to have experience in typical Supply Chain Disciplines, and less in General
Management, Consultancy, Sales, or Finance.
Prevalence of Prominent Career Experience
92%
Pays Not To Be
Silo Functional In
Some Cases
67%
54%
54%
29%
12%
Manufacturing
or
Operations
Logistics
or
Distribution
Purchasing
or
Sourcing
Core Supply Chain Experiences
Engineering
General
Management
Sales
15%
6%
Management
Consulting
Finance
Non-Supply Chain Experiences
Source: Russell Reynolds Associates
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Modest Improvements in Gender Diversity since 2010
There are modest improvements in gender diversity.
Gender Diversity Among Supply Chain Leaders are Growing
By Year of Appointment
5%
95%
21%
79%
Female
Male
Appointed 2009 or Earlier Appointed 2010 or Later
Source: Russell Reynolds Associates
14
Age of Supply Chain Leaders
A meaningful majority of supply chain leaders in both ‘Top SC Companies’ and ‘Other Companies’ are above 50.
Majority (70%) is in their
late 40’s & early 50’s
37%
33%
Small Minority
(4%) is under 45
18%
A meaningful minority
(26%) is in their late 50’s
& early 60’s
8%
4%
Age < 45
Age 46-<50
Age 50-<55
Age 55 <-60
Age >60
Source: Russell Reynolds Associates
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Local to Global Career Growth
You can be the next Global CPO, COO, GM
Kevin Harris
SHDOC#39999
Local to Global Career Growth
Localization of Emerging Market Talent is Inevitable
BRIC Expat Population Percent of Total Leadership Pool
60%
50%
Talent Localization Is A Priority For
Multinationals
40%
30%
BRIC
20%
10%
0%
1990
2000
2010
2020
2030
Hit the Road Jack: Fewer Expat Jobs in China?
Aug 23, 2010By Michael Webster, eChinacities.com
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Local to Global Career Growth
Why the Decline in Percentage of Expat Management Over Time?
 Local Buying Power Increased requiring local engagement
 Rapidly Evolving Local Talent Pools
 Escalating Local Costs in the Local Market stem exports
 High rotation cost of expatriate vs. local Talent
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Local to Global Career Growth
Evolution Of Talent Management
Exporting Global Management
Localizing Ap Management
Localizing China Management
Developing Local Talent
1020012
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The Client
Local to Global Career Growth
Case Study – Exporting Asia Talent to Global Roles: CY Shong
 Royal Philips of the Netherlands is a diversified technology company, focused on improving people’s lives
through meaningful innovation in the areas of Healthcare, Consumer Lifestyle and Lighting.
 Philips Lighting is the global market leader in the lighting industry, with recognized expertise in the
development, manufacturing and application of innovative lighting solutions. They have pioneered many of
the key breakthroughs in lighting over the past 123 years, laying the basis for their current strength and
ensuring they are well-placed to be a leader in the digital transformation. Currently Philips Lighting employs
approximately 47,000 people worldwide.
Search Mandate
Key Issues
 Philips Lighting made the strategic decision to identify a VP Head of Operations LED Lamps for BG Light
Sources & Electronics, to be based in China or Hong Kong. This role would report into the SVP Global Head
of Operations Business Group LS&E and business wise have a reporting line to the SVP General Manager
Category LED Lamps.
 The successful candidate would have strong operational experience gained from multinational companies
in the related industries. It was critical that the successful candidate would have regional expertise, also
the candidate would need to be able to comfortably communicate locally in Asia as well as with
management abroad.
Search Strategy
 RRA conducted a truly global search with a geographic focus of the search on candidates with experience
and knowledge of Asia.
 RRA focused on finding local talent with multi geographic experience, and a strong background in supply
chain and manufacturing. The candidate would have a history of delivering results and expanding
operational capacity and proven track record of forming win-win partnerships with suppliers.
The Outcome
Philips Lighting appointed Cheng Yeh Shong as VP
Head of Operations LED Lamps for BG Light
Sources & Electronics.
Cheng Yeh Shong
CY Shong was previously Senior Managing
Director of Asia operations for IMI. CY’s
operations spanned five factories in China, three
factories in the Philippines and an operation in
Singapore. These operations contained over
15,000 employees servicing the automotive,
medical,
solar
telecommunications,
infrastructure, storage devices and consumer
electronics industries.
CY Shong was educated in his native country of
Malaysia graduating with a Degree in Electrical
Engineering in 1993. He immediately received a
Master’s Degree in manufacturing from the
University of Warwick based in the U.K.
CY is customer focused and had directly
interfaced with customers such as Alcatel Lucent,
Emerson Corporation and Huawei. He had
worked with project transfers across the globe
including being on the ground in Mexico and in
Eastern. He did this in partnership and
cooperation with his global peers.
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The Client
Local to Global Career Growth
Case Study – Exporting Local Talent to AP Roles: Gao Ding Gui
 The Sandvik Construction product offering provides solutions for virtually any construction industry
application, encompassing such diverse businesses as surface rock quarrying, excavation, demolition, road
building, recycling and civil engineering. Sandvik has more than 20,000 customers served both via direct and
distributor channels. Sandvik’s offering to its customers can be separated into four areas: surface drills and
rock tools, mobile breakers and crushers, stationary breakers and crushers, and underground drills and
bolters. Business Area Construction, with revenues of ca 9 BSEK and ca 3300 employees, had doubled its
operating profit during 2012 under the leadership of Thomas Schultz.
 Key priorities for the Business Area going forward include sustaining a lean cost structure, further improving
the mid- market as well as premium offerings, strengthening competencies and leadership abilities across
the board, and capture opportunities for growth in emerging markets.
Search Mandate
Key Issues
 Sandvik was looking for a President Business Area Construction who would lead the Business Area
Construction, continue growth, expand in China and implement cost & supply chain efficiency.
 As development and manufacturing mainly take place in the UK, Sweden and Finland there had been a
historical bias towards these countries and nationalities – especially Finns and Swedes. However, market
growth these days mostly come from emerging markets, and there was a substantial shift underway to
move sourcing, assembly and gradually also production and development towards emerging markets such
as China, India and Brazil.
Search Strategy
 RRA conducted a truly global search with a geographic focus of the search on candidates with experience
and knowledge of emerging markets. The successful candidate would ideally have hands-on experience
from China and other emerging markets
 The successful candidate would Seasoned CEO/General Manager with a proven track record of leading an
international industrial company. RRA focused on finding local talent with multi geographic experience,
and a strong background in supply chain and manufacturing.
The Outcome
Sandvik Construction appointed Dinggui Gao as
President Business Area Construction .
Dinggui Gao
Gao Dinggui was previously the Vice President of
Sinotruk, a joint venture of MAN Group and
Volkswagen (25% ownership) and a local Chinese
partner based in China.
Dinggui is known as a very strong industrial leader
with a proven track record both in growth and
turn-around situations. His experience spans all
parts of the value chain with a slightly stronger
focus on the commercial side of the business in
terms of growing a business with a mix of direct
and indirect distribution channels. He had started
a green field business, established plant
operations and turned around a business. He had
demonstrated that he can work effectively in
matrix and vertically integrated businesses.
Dinggui commands extraordinary language
capabilities with fluency in German, English and
of course Mandarin. Dinggui had global
experience and had spent significant time in
Europe working within leading firms such as
Bosch and MAN and also with US based
companies such as Honeywell and Eagle Ottawa.
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What it Takes to be the Next Supply Chain Leader
Performance is the Foundation
SECRET: The Foundation to Executive Success
Training: Directing one’s own experience-based development/learning
Strategic Contribution
Extend Your Job Description
Compelling Communication
Relationships
Evaluate Yourself
Track Record
Mobility
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HELP Your Career Accelerate
Hire, Develop, Enable and Reward Great Talent
Recognize and promote them across the business
Engage with your Boss and P&L Leader
Make them Successful Give them Business Credibility
Lead Performance Game Changing Strategies.
Do not Simply Manage! Look for Game Changers!
Promote Cross Geographic and Functional collaboration
Get the Job Done with Engineering, Sales, Marketing, etc.
24
What Takes to be the Next Supply Chain Leader?
Strategy Contribution & Extending Your Impact
Executive Strategic Focus Example:
Problem: Procurement is Last to the Table for Many Strategic Exercises
Supply Chain
Intelligence
 Lead time impacts
Supply Chain Strategy
Product Platform Strategy
Business Strategy
The Supply Chain Leadership Can Play a Key Role in Strategic Growth Plans
 Financials
 Risks
Flexibility
Traditional Focus of Strategic Growth Plans
26
Executive Strategic Focus: What Executives Think About
Driving Market and Profit Growth: How can you help?
Competitive Threats
Market Growth
Customer Value Proposition
Market Potential
Customer Strategy and Long Term Presence
ROS, ROA, Capital Costs, Margin Potential
Customer Value Proposition
Service Capability: Lead Time, Quality
Customer Planned Market Presence
Talent Capability
Stability Risks: Government, Inflation
Customer Value Proposition
Penetration Strategy: Channels, M&A, etc.
Cost Control and Risks
Source: Shanghai Daily editions (date stamp material) and RRA Strategic Knowledge
27
Executive Strategic Focus: What Executives Think About
Where to Focus for Growth
Corporations Shift Strategic Focus to Serving Dense Markets vs. Exporting
Population
Birth Rates per
1,000
GDP Annual
Growth Rate
Q2 2011-12
Growing Wages
Wage Inflation
2012 GDP
$Millions
1,210,193,422
20.60
5.5%
13%
87,840,000
16.83
4.5%
14.1%
123,961
1,347,350,000
12.31
7.4% Q3
8.8%
7,426,090
237,641,326
17.76
6.4%
9.5%
695,059
1,300,000,000
31.00
5%
NA
1,880,380
UK
62,400,000
12.27
-.5
3%
2,258,656
Germany
81,726,000
8.33
.5%
3%
3,305,898
USA
311,591,917
13.68
2.1%
2.3%
15,924,184
Mexico
114,793,341
18.87
4.1%
4.2%
1,748,908
India
Vietnam
China
Indonesia
Africa
1,430,020
Source: http://www.tradingeconomics.com/gdp-growth-rates-list-by-country
28
Executive Strategic Focus Example:
Our Global Market Reach Today
9
Manufacturing Plants
27
Consumer Targets
Amsterdam Copenhagen
Brussels
Stockholm
Minneapolis
San Francisco
Chicago
Toronto
New York & Stamford
Warsaw
Munich,Frankfurt,Hamburg
London
Paris
Madrid
Milan
Zurich
Beijing
New Delhi
Houston
Mexico City
Mumbai
Seoul
Tokyo
Shanghai
Hong Kong
Melbourne
Sydney
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Executive Strategic Focus Example:
Global Market Reach Strategic Options
?
Manufacturing /
Supply Locations
33
Consumer Growth Targets
Amsterdam Copenhagen
Brussels
Stockholm
Minneapolis
San Francisco
Chicago
Toronto
New York & Stamford
Warsaw
Munich,Frankfurt,Hamburg
London
Paris
Madrid
Russia
Milan
Zurich
Beijing
New Delhi
Houston
Tokyo
Shanghai
Hong Kong
Mumbai
Mexico City
Seoul
Vietnam
Singapore
Indonesia
São Paulo
Buenos Aires
South Africa
Melbourne
Sydney
30
Executive Strategic Focus Example:
IPO Source Decision Matrix Can Also be a Strategic Information Pipeline
US Multinationals are Seeing More Advantages to Produce in North America
Source Decision Matrix
Logistics Cost
Labor Economics
Perceived Stability
Capability
Logistics Speed
India
=
Vietnam
China
Indonesia
=
Africa
=
Eastern Europe
UK
=
Germany
=
USA
=
Mexico
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Stretch Your Role: Be Strategically Proactive –
Deliver Proactive Strategic Information for Potential Markets
% Change vs. Current Fulfilment Method
Russia
Lead Time
Var. Cost
W. Capital
Mexico
Lead Time - 30%
Var. Cost - 4%
W. Capital + 5%
- 5%
+9%
+12%
Indonesia
Lead Time +20%
Var. Cost - 0%
W. Capital +25%
Argentina/Chile
Lead Time + 0%
Var. Cost
+ 5%
W. Capital + 10%
Brazil
Lead Time +20%
Var. Cost +10%
W. Capital +10%
Vietnam
S. Africa
Lead Time +14%
Var. Cost +20%
W. Capital +10%
Lead Time +20%
Var. Cost - 0%
W. Capital +25%
Developing Markets
32
Executive Strategic Focus Example:
Result: Integrated Global Market Strategic Plan
17
• Manufacturing
• Import Hubs
• Contract Manufacturing
27
Searches completed globally for Supply Chain functions across the
different sectors
Amsterdam Copenhagen
Brussels
Stockholm
Minneapolis
San Francisco
Chicago
Toronto
New York & Stamford
Warsaw
Munich,Frankfurt,Hamburg
London
Paris
Madrid
Russia
Milan
Zurich
Beijing
New Delhi
Houston
Mumbai
Mexico City
Seoul
Tokyo
Shanghai
Hong Kong
Vietnam
Singapore
Growth 2X
Profit Up 50%
Years
5
Indonesia
São Paulo
Santiago
South Africa
Buenos Aires
Melbourne
Sydney
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Executive Strategic Focus Example:
Desired Result: Integrated Global Business Penetration Strategy
All in Sync: SC Strategy Proactively Delivered to Shape Business Strategy
Ten Years
Five Years
Integrated Business Strategy
Twenty
Years
Supply Chain
Intelligence
Contributions:
 Lead time impacts
 Financials
(Sensitivity)
 Risks
Flexibility
34
Executive Strategic Focus Example:
Supply Chain Impact on Business Strategy
Case Study: Vietnam Divestment
 Action:
Establish Increased Sales and Manufacturing Operations in Vietnam
Purchased Land and Built Specifications
 Justification:
ASEAN Customers are going to Vietnam
Local costs and lead times will take the market!
 Reality:
Local IPO talent found abandoned or no customer starts in Vietnam
Metal supply chains had no local quality spec capability.
Imported metal gave higher inventory and material costs.
 Result:
Halted Plant plans
Sold the manufacturing property
No increase in sales presence
35
Executive Strategic Focus Example:
Supply Chain Impact on Business Strategy
Case Study: Malaysia Reality Check
 Action:
Implement Strategy to Establish Manufacturing in Malaysia
 Justification:
Offset Singapore manufacturing costs
Friendly government subsidies and lower labor cost of migrant base
Based on McKinsey study recommendation at HQ.
 Reality:
Supply Chain Team Revealed:
Malaysia is reducing business subsidies to favor R&D and Services
Migrant labor does not work in advanced electronics industry
 Result:
Avoided costs and time through supply chain research.
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Talent Pipe Line Transformation
Talent Pipeline Needs are Changing:
Mobility and Working Globally is now Critical to Career Success
Workforces are becoming increasingly complex, in terms of geography and structure , challenging
emerging market locals effectiveness and development.
Global, Mobile
talent is key to
the future
38
Talent Pipe Line Transformation:
There is Still Pressure on China Executive Talent Pools
Function
Talent Pool Size
Returnees
Locals
General Mgmt
Strategic Planning
Marketing
Sales & BD
Customer Services
Supply Chain Mgmt
R&D
HR
Legal, Finance
IT & Infrastructure Management
1. Expatriates include western and regional expats.
2.
Indicates relatively large size of candidate pool;
medium;
small.
39
Talent Pipe Line Transformation:
Executive Compensation Trends in China

Rapid escalation in pay levels;
-


Annual base salary increase around 8%; Inflation now an issue (average 5% in China)
Closing compensation gaps
-
Leading local companies pay often exceeds MNC equivalents
-
Local China pay often exceeds equivalent positions in the US and Europe
Incentives and benefits increasingly important
-
-
Annual incentives:
•
Significant in private companies and SOEs, often greater than multinationals (MNCs)
•
MNCs tend to have more systematic approach / performance-based bonus
Long-term incentives:
•
Stock options are the most prevalent vehicle
•
Restricted shares and cash-based LTI are increasingly adopted

Tax shelters and allowance increasingly supplemental measures to provide uplift

Expatriate Conditions
-
Although not as prevalent as before, Housing, cost-living adjustments, schooling, car and driver, premium medical, tax
equalization, club memberships
40
Talent Pipe Line Transformation:
What Great Candidates Want
Strong brands
MNCs and Local
Brands

Asian talent likes to be associated with a strong brand

Increased attraction to local companies vs. MNCs for talent –
national pride, cultural fit, compensation
But, some local talent who made the move to a local company, are
keen to return to an MNC environment

Entrepreneurial and
challenging work

Candidates attracted to companies with a more entrepreneurial
empowering culture who offer P/L responsibility potential
Clear succession
opportunities

Increasingly important as many candidates frustrated by narrow
opportunities for growth
To be “localized
expats”

Increase in long-term foreign expats willing to take a local plus
package to stay in the region for professional and personal reasons
41
Talent Pipe Line Transformation
What Are Other Companies Doing Successfully?
Market Benchmarking

Compare internal talents with ‘best in class’ industry and functional peers to provide you with crucial information for
immediate selection decisions and longer term succession planning

Example: HP Asia Sales Executive Mapping
Talent Identification

Hire outstanding prospects based on current talent gaps or anticipated needs to move away from reactive recruitment at
senior levels;

Example: GE management and commercial trainee programs
Localization

“Bring-In” – looking for returnees (overseas and China) from external market on “local plus” terms as longer term and more
sustainable alternative to expatriate solution;

“Send out” – sending high potential talents to mature markets to work on “development program” and bringing them back
into leadership roles in China; clear path is a must.

Example: Schneider Electric “Rabbit Program”
Establish China as Regional/Global Hub

Size and scale do matter – companies that have critical mass and long-term visions for China tend to have strong brand in
the markets.

China centers: R&D centers, sourcing center, regional HQ and global HQ

Example: Siemens
42
Talent Pipe Line Transformation
University Pipe Line Initiatives: Plan and Develop for the Long Term:
University pipe line initiatives:
• University acumen alignment
 Aligning strategic needs to universities
• University club engagement
 Four – six week training sessions
 High demand subjects (Marketing, bus. English)
 Games and competition
University Club Benefits
 Brand Building
 Reduced Acquisition Cost
 Identifying Top Talent
 Community Engagement
• Internships (development at little cost)
• Co-research
• Consistent management messaging (elevator speeches)
• Early candidate lock up with offers early in senior year
43
Top Research Universities in China
University
Location
Tsinghua University
Beijing
Beijing University
Beijing
Zhejiang University
Hangzhou
Fudan University
Shanghai
University of Science and Technology of China
Beijing
Shanghai Jiaotong University
Shanghai
Nanjing University
Nanjing
Nankai University
Tianjin
Harbin Institute of Technology
Harbin
Sun Yat-Sen University
Guangzhou
Rankings based on Shanghai Ranking of number of PhD students and placements / all have strong Chemistry and Chemical Engineering
Programs
44
Top Business Schools In China
School
Location
Fudan University
Shanghai
CEIBS - China Europe International Business School
Shanghai
Tsinghua University
Beijing
Peking University
Beijing
Shanghai Jiao Tong University
Shanghai
Nanjing University
Nanjing
Tongji University
Shanghai
Zhejiang University
Hangzhou
Shanghai University
Shanghai
Renmin University
Beijing
Rankings based Eduniversal Rankings and Business School Deans’ survey.
45
Top E-MBA Programs in China
School
Location
Kellogg / Hong Kong UST Business School
Hong Kong
CEIBS - China Europe International Business School
Shanghai
Tsinghua / INSEAD Joint Program
Beijing
Chinese University of Hong Kong
Hong Kong
Washington University Olin School / Fudan University
Program
Shanghai
Arizona State University / Carey Joint Program
Shanghai
University of Western Ontario / Ivey Joint Program
Shanghai
National Taiwan University - College of Management
Taipei
National Sun Tat-Sen University
Taiwan
Tongji University / ENPC
Shanghai
Rankings based Eduniversal Rankings and Business School Deans’ survey.
46
Talent Pipe Line Transformation
China Talent Pipeline Initiatives: Strategic Recruiting
Experienced talent pipeline initiatives
• Strategic recruiting
 Proactively target desirable companies/industries
 Base targets on strategic needs not tactical needs
 Engage talent proactively before needed.
Strategic Recruiting
Benefits
 Lower Acquisition Cost
 Talents Seeks You During
Career Changes
 Fast Starts When on Board
• Select internal/external recruiters that know your business
• Harmonize Elevator speeches for consistent messaging
47
Talent Pipe Line Transformation
China Talent Pipeline Initiatives: Talent Development
 Development and retention: fast and sustained starts
 Structured 6 month on boarding
 Mentors
 Monthly – quarterly appraisals and one on ones
 Development plans: 3-5 year
 High performers need to see the future
 Employee owned
 Management championed
Rapid Development Benefits
 Retention
 Productivity
 Engagement
 Leverage
 Harmonized quality of support
 High potential programs
 High potential criteria review: mobility
 Forced role expansion for “ready now” talent
 Annual special broadening projects
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Talent Pipe Line Transformation
Development Plans - The Core Tool To Designed Organizational Development
Career Road Maps
CEO
SUPPLY CHAIN
CTO
SUPPLY CHAIN
BU LEADER
CPO
CHIEF RESEARCH
OPS PRESIDENT
CMO
GLOBAL
COMMODITY
VP ENG/R&D
OPS VP
GROUP MANAGER
REGION
PROCUREMENT
ENG DIRECTOR
OPS APAC
BRAND MANAGER
SOURCING MGR
FUNCTION MGR
OPS DIR
PRODUCT MGR
COMMODITY
ENG MGR
PLANT MGR
MARKETING
MATERIALS
SUPERVISOR
OPS MGR
R&D
BUYER
SR ENGINEER
PRODUCTION MGR
DESIGNER
ENGINEER
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Talent Pipe Line Transformation
Development Plans - The Core Tool To Designed Organizational Development
Development Plan Example
LEVELS
KPI
SIDE ROTATIONS
SUPPLY CHAIN
CPO
HQ
GLOBAL COMMODITY
HQ/CHINA
TREASURY HEDGE
ROTATION
REGION PROCUREMENT
TWO REGION
PLANT LEADER ROTATION
SOURCING
TWO REGION ROTATION
CHINA ROTATION
DESIGN ROTATION
COMMODITY
2 COMMODITY ROTATION
DESIGN PROJECT
ROTATIONS
MATERIALS
PLANNING
PLANT AND REGION
6 KAIZEN AND VSM
PROJECTS
BUYER
TACTICAL
PRODUCTION SUPERVISOR
ENGINEER
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Career Growth Summary

Avoid unnecessary career changes

Global career growth opportunities are increasing

Remember the “SECRET ” to career growth

Stretch your strategic impact to the business

Build a world class talent pipeline. Market your people
1020012
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RRA Supply Chain Practice
Kevin Harris
Kevin Harris works with leading organizations across the Industrial/Natural Resources sector with
a focus on operations and general management. He is based in Shanghai.
Previous Experience
Prior to joining Russell Reynolds Associates, Kevin spent the past four years with TE Connectivity
as Vice President, Commercial Industrial Solutions Operations, Asia/Pacific, where he was
responsible for 13 facilities with over 22,000 employees producing electronic, PC, medical, fiber
optic, lighting, solar and magnetic products. Earlier, he was also responsible for the company's $8
billion global procurement organization. Prior to this, he spent ten years with Haworth
Incorporated as an Operations Director, Asia/Pacific, Latin America, the Middle East and
Shanghai, responsible for strategic production, operations and logistics initiatives including a
South African operations penetration strategy, a Latin American supply chain strategy and
establishing manufacturing operations in India. Kevin also led manufacturing and manufacturing
engineering organizations for Japanese Automotive firm Calsonic where he worked in both the
HVAC and Exhaust Divisions. He began his career and spent ten years with IBM in engineering
and U.S. sales and marketing, where he developed manufacturing and distribution solutions.
Education
Kevin received his B.S., honors, in engineering from the University of Tennessee, Knoxville and
his M.B.A. in business administration from Middle Tennessee State University, Murfreesboro.
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