I interviewed Daron Whisman who discussed Talent Demand Within Supply Chain.







It’s nice to speak with you today, Daron, and I’m looking forward today to hearing your views on talent demand within supply chain. Can you first provide a brief background of yourself?


Yeah. Basically, I within the health care industry, and I’m been within supply chain for 15 to 20 years. Worked for for-profit, not-for-profits on the buy and sell sides.


What makes a good supply chain leader?


I’m someone who knows what the strategic vision is and understands how the interconnectedness of supply chain can be leverage for strategic advantage for working capital, for customer service excellence, and also quality within an organization, whether it’s inside of health care or outside of health care.


Can you talk about some of the good skillsets that are needed for supply chain?


Yeah, Dustin, interesting; on the executive level I’ve had arguments in the strategic vision but also the task level, someone who embraces change, is willing to take risks, but at the same time is highly curious, who understands the causes and effects of interdependencies. With health care, what we say is a supply chain cannot be standalone in the process because if you have a standalone or silo mentality, one change in the supply chain will have unintended consequences in the other areas of supply chain. Really, understanding a value-stream mapping approach but also the financial impacts of the velocity and how you can improve processes through partnering with automation and getting more visibility across in the end-to-end supply chain. That means also having a vision to reach outside and work with your suppliers to see where you can take out the nonvalue-added steps.


And what is the next evaluation of supply chain talent?


That’s a very good question. I’m going to probably say just seeing—I go back to the nonvalue-added steps and having a process-driven approach, and it seems that engineers do really well in supply chain because they have that good discipline and process-management approach. Getting more people who are process-driven but also can articulate the change management and have a little bit of sales mentality within their organization and across their strategic partners, because the next evolution will really be the end supply chain.


There was a little bit of a cutoff. What was the next evolution? Can you repeat that?


I think someone’s who able to look outside of their four walls but also has a good process-management approach.




About Daron Whisman




Daron Whisman


Transformational Supply Chain Executive - Working Capital | Transition Management | IT Optimization


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