Talent for the future: developing diverse teams to unlock supply chain resilience

Technology vs talent

Some businesses see technology and talent as competing demands, but it’s important to recognise their interdependence. In the wake of the Covid-19 pandemic and Brexit we have seen a rise in the cost of labour. We’ve also seen technology projects becoming cheaper, less reliant on big capital expenditure, and much easier and quicker to deploy, particularly with the rise of multi-user automated warehouses and the deployment of smaller robotics. 

The result is more resilient logistics operations, but we still need to develop different and more diverse talent to ensure we are fit for the future.

Skills that drive supply chain resilience

To build a resilient supply chain, it is imperative to equip our teams with a diverse set of skills. Technical proficiency remains crucial, but it must be complemented by skills such as critical thinking, problem-solving and effective communication. Furthermore, fostering a culture of continuous learning and development ensures that our teams remain agile and capable of navigating unforeseen disruptions.

Generation Logistics

The value of collaboration in solving industry challenges is evident in the collective work carried out through programmes such as Generation Logistics. Working with competitors, industry bodies and government, this initiative brings the logistics industry together to shift perceptions, encouraging the next generation of logistics workers to engage with the opportunities available and keep the nation’s supply chains protected.

Widening the doorway

The future of supply chain management hinges on our ability to identify and nurture talent that can seamlessly adapt to the ever-evolving demands of industry. This entails a strategic approach to talent acquisition, development and retention, ensuring that we are not only meeting current needs but also anticipating future challenges.

Diverse teams bring a plethora of perspectives, experiences and ideas to the table, fostering an environment where innovation can flourish. By embracing diversity in all its forms, we can unlock the potential to address complex supply chain challenges with creative and effective solutions.

Developing diverse teams is not an overnight endeavor; it requires a deliberate and sustained effort. Fostering inclusivity means creating an inclusive workplace culture where every team member feels valued and heard.

Organisations need to consider what strategies they will use to achieve this diversity, such as:

Inclusive recruitment practices

Implementing recruitment strategies that actively seek out diverse candidates helps to build a workforce that reflects the varied perspectives needed for resilience. At Wincanton we developed ‘Shine’, the industry’s first collective inclusive recruitment programme. 

The Shine programme focuses on three key streams: rehabilitation of offenders, armed forces and families, and barriers into employment; supporting candidates and colleagues who would have previously struggled to undertake meaningful work. The purpose is to drive a culture of inclusivity across Wincanton’s 160+ sites and provide local opportunities to enable people to learn, grow and develop through the positive reinforcement of transferable skills. We’ve seen tangible results demonstrating that colleagues on this scheme have achieved increased productivity, compared to others.

Providing flexible working opportunities

Attracting those that are economically inactive and career returners offers organisations access to often ignored pools of talent. Wincanton’s People Campus is an innovative model which facilitates colleagues working across complementary workflows over a variety of customer contracts. In this way we widen the doorway of talent to those who need flexibility from work. This has the added bonus of sharing skills and knowledge across different contracts and sites, so more customers benefit from our diverse array of talent. The results are impressive, with increased productivity and lower than average attrition rates.

Work experience, technology graduate roles, and apprenticeship schemes

Encouraging entry level innovation talent to consider logistics careers at an early stage of professional development is essential to building a resilient supply chain industry and mitigating the effects of an aging workforce.

Many young people do not see logistics as a potential career because they don’t know enough about what a career in logistics actually means. We aimed to address this by giving them a taste of what it is like to work in the sector by running a ‘virtual’ work experience pilot with over 30 young people from across the UK to introduce them to the idea of working in logistics.

Leading for the future

Leadership plays a pivotal role in steering organisations towards a future where diverse teams are the norm and not the exception. At Wincanton, leaders champion diversity and inclusion initiatives and set the tone for an inclusive culture, and this leading by example ethos is a powerful tool for building a strong cultural identity.

The future of supply chain resilience lies in our ability to develop and leverage diverse teams armed with the necessary skills to navigate the complexities of the industry. By prioritising talent development, embracing diversity and fostering an inclusive culture, we can unlock the full potential of our workforce and build the resilient, productive supply chains of tomorrow.

*Conducted by Censuswide between 27.06.2024 - 05.07.2024. Censuswide abides by and employs members of the Market Research Society which is based on the ESOMAR principles and is a member of The British Polling Council.