This step produces the department training curriculum and the individual training curriculums (for each in-scope individual).
Gaps for each competency area are compared across individuals to identify overall department trends and closure strategies. Training may not be the appropriate closure technique for all gaps; in these cases, TMG makes recommendations on alternative strategies. These may include coaching / mentoring, on-the-job learning, self study or other strategies. For those gaps where training was the appropriate intervention, a customized training curriculum was developed by job family.
Ellis and the supply chain directors have now taken the results of the competency assessment and launched a comprehensive program to start closing the gaps. This includes the delivery of various customized events: TMG's Strategic strategic sourcing/supply chain university targeted at the various roles; the launch of a worldwide strategic sourcing portal that provides a common process, templates and toolkit (with assistance from TMG); and common competency-based job descriptions, among other steps.
FMC has already started realizing a number of tangible benefits as a result of the project, including:
- Higher level of savings on categories by as much as 10-15 percent;
- Accelerated benefits from sourcing by reducing the process by three to four weeks;
- Higher sourcing employee morale;
- A more strategic and visible role for the Sourcing organization;
- Stronger alignment between sourcing and the rest of FMC.
FMC is well on its way to their goal of establishing a world-class strategic sourcing/supply chain organization. The best proof of that is the increase in demand for their services, which are now much more strategic in nature.