将供应链人才短缺转化为实力

How supply chain leaders can close a gap of more thanone million roles and turn talent pressure into growth Foreword by Tracey CountrymanPage 4 Supply chains are growing faster thanthe workforce built to run them Page 6 Three shifts reshaping the supplychain workforcePage 8 Three strategic moves for Chief SupplyChain Officers (CSCOs) Page 13 Centralizing demand planning in large pharma:A supply chain workforce scenario Page 24 First moves: The next 12 months Page 29 The leadership choice Page 31 Authors StephenWroblewski JaimeLagunas KristineRenker StephenMeyer IngeOosterhuis Managing Director– Supply Chain andEngineering, AI andData Global Lead Managing Director– Supply ChainandEngineering,Talent Global Lead Senior ManagingDirector – Talent,Nordics Lead Managing Director –Talent Principal Director –Accenture Research Stephen is a Michigan-based executivespecializing in helpingorganizations rethinkhow they structure,develop and deploytheir workforces inresponse to AI andadvanced technology.Over his 11-year career,he has led large-scaletalent transformationefforts spanningskills strategy, jobdesign and workforceoptimization. His workkeeps the focus onmaking work moremeaningful andcentered on valuecreation. Inge is a global leaderin organizationaleffectiveness, talentand future of workwithin supply chainand engineering.Based in Amsterdam,she brings over 25years of experiencein HR, talent andchange management.She has led large-scale transformationsspanning organizationredesign, culturechange and globaldigitalizationacross planning,procurement,manufacturing andlogistics. Jaime leads a globalteam of more than600 specialistsdedicated todeveloping AI andanalytics solutionsacross industries.Based in Barcelona,he has over 25years of consultingexperience deliveringcomplex, end-to-endengagements acrossaerospace, healthcare,food and chemicals.He is passionateabout the power ofadvanced analytics totransform supply chainperformance. Stephen leads theSupply Chain researchteam, creating contentthat reimagines supplychains so they canpositively impactbusiness and society.Based in Clifton Park,New York, Stephenhas nearly 30 years ofexperience in supplychain research andleadership. Kristine is a seniorleader with 27years of experiencesupporting industrialand automotiveacross supply chain,manufacturing andservices. Based inDetroit, she now leadsa global team focusedon redesigning howwork gets donethrough the rightbalance of technology,skills and talent. In supply chain andoperations, I’m oftenasked the samequestion: How do wegrow when we can’thire fast enough? TraceyCountryman Global Lead, SupplyChain and Engineering,Accenture That question came into sharp focus recently with a large US-basedindustrial manufacturer. Their leaders weren’t being dramatic;they were being realistic. Demand for service was rising. Customerexpectations were rising. And yet, when they looked into the future,they told us they’d consider it a win just to keep their field serviceworkforce flat. If you’ve ever led a field organization, you know why. These are thepeople who show up. They travel from site to site. They solve problemsin real time. They keep relationships intact. And they carry an invisiblesecond job after every visit including documentation, updates, follow-ups, invoicing and expense reports. The work is essential, but it doesn’tscale easily. What was striking in this case wasn’t just the size of this company’sprojected shortfall; our analysis indicates it reflects a broader gap ofmore than 10,000 additional field service workers needed over the nextdecade across all industries. It was the realization that no recruitingstrategy, on its own, was going to work. So we stepped back and asked a different set of questions: Where is time actually going today? What work could be simplified orshifted? And what would it look like if technology gave these teams backcapacity without taking away what makes them effective? We built adynamic model to help us envision what their future workforce couldlook like. That’s when the conversation changed. Not to “replace the workforce,” butto redesign the work, so skilled people spend more of their day on whatonly humans can do: seeing what’s happening on site, making judgmentcalls, building trust and solving customer problems. We started bymodeling the two biggest drains, time on the road and the administrativework that piles up after each visit. Then, we modeled how physical andagentic AI could take the friction out of both. We believed that if we couldtackle both challenges, “keeping the workforce flat” would stop soundinglike wishful thinking and start looking like a plan. This paper builds from stories like this one. It looks clearly at where thepressure is building, why “just hire more” is failing and how supply chainleaders can respond by reshaping roles, skills and operating models sotheir organizations can grow on intelligence, not headcount. Supply chains aregrowin