Dear all,
Apart from training in the subjects related to supply chain management, I also conduct training programs in the fields of operations management, sales, marketing, and HR, among others. While dealing with participants from various functions, they often express regret about how their bosses do not understand the essence of their function. For example:
a) Many times, marketing managers express regret that their top boss does not understand the difference between sales and marketing. In the very first chapter of the book on Marketing Management, this difference is explained: they expect marketing to do the sales jobs.
b) Purchasing professionals were rueful about being dismissed as erstwhile material managers.
c) Supply Chain Managers blame their bosses for not understanding the dynamism of their function. Though designated as supply chain managers, in practical terms, they end up doing the work of a purchase manager, akin to that of a purchasing manager in a stand-alone unit.
d) Worse still, a few Supply Chain Managers mentioned a new trend where former Logistics Managers or Transport Managers are given the designation of Supply Chain Managers. This has led to a significant misunderstanding among top bosses regarding the role and functions of Supply Chain Managers.
e) HR expressed regret at merely changing the label of their function. Many HR professionals still perform the duties of erstwhile Personnel Managers. To them, it feels like old wine in a new bottle but with a changed label.
f) Production Managers expressed contrition for not transitioning from production management to productivity management.
Just two more years, and a quarter of a century will complete the 21st century. Why do managers of the 21st century have to grapple with the basics?
Thanks, Dinesh Divekar Location: Bangalore, India Tags: supply chain management, supply chain, marketing management, purchase manager, sales jobs, Country-India, City-India-Bangalore
From India, Bangalore
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8036Apart from training in the subjects related to supply chain management, I also conduct training programs in the fields of operations management, sales, marketing, and HR, among others. While dealing with participants from various functions, they often express regret about how their bosses do not understand the essence of their function. For example:
a) Many times, marketing managers express regret that their top boss does not understand the difference between sales and marketing. In the very first chapter of the book on Marketing Management, this difference is explained: they expect marketing to do the sales jobs.
b) Purchasing professionals were rueful about being dismissed as erstwhile material managers.
c) Supply Chain Managers blame their bosses for not understanding the dynamism of their function. Though designated as supply chain managers, in practical terms, they end up doing the work of a purchase manager, akin to that of a purchasing manager in a stand-alone unit.
d) Worse still, a few Supply Chain Managers mentioned a new trend where former Logistics Managers or Transport Managers are given the designation of Supply Chain Managers. This has led to a significant misunderstanding among top bosses regarding the role and functions of Supply Chain Managers.
e) HR expressed regret at merely changing the label of their function. Many HR professionals still perform the duties of erstwhile Personnel Managers. To them, it feels like old wine in a new bottle but with a changed label.
f) Production Managers expressed contrition for not transitioning from production management to productivity management.
Just two more years, and a quarter of a century will complete the 21st century. Why do managers of the 21st century have to grapple with the basics?
Thanks, Dinesh Divekar Location: Bangalore, India Tags: supply chain management, supply chain, marketing management, purchase manager, sales jobs, Country-India, City-India-Bangalore
From India, Bangalore
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Mechanical Miracles of the 21st century.pps