Social Media, recently and over the past few years, has gotten bigger and bigger. With websites like Facebook, Twitter, LinkedIn and many others, a whole new path of interaction for businesses and their recruiteres has been opened. It gives companies a chance to make new connections with potential passive contacts. Just like with anything, there are many great ways it can be utilized by recruiters, but there are also a number of potholes to look out for if you want to make sure to use social networking in the best way.

1. Spam. A lot of social media websites lend themselves to being used constantly. While tweeting or posting what you’re doing every ten minutes might be okay for a personal account on one of these websites, if your business does the same, people will get annoyed fast. If your tweets are so frequent that they fill up the feeds of everyone following you – whether or not the content you are posting may be relevant or interesting – they will get annoyed and could be compelled to remove you from their feed. Like with all things, moderation is important.
2. Inactivity. On the opposite side of posting too much is not posting enough. Once you make an account on a social networking site and people know that you are there, if you abandon it, it is likely that potential candidates, customers or contacts will see it and assume that you are no longer in business, or some other unfortunate outcome.
3. Impersonal. Just like with the two sides of the coin when it come to how much content you post, there is the question of what content you post. I have seen Facebook pages for companies that have little to no information save for a link to their company’s website and a few words. While this may seem more stoic and businesslike, it leaves a lot to be assumed. Having some information about the company, and even the people who work there, adds a personal touch and as long as it is done tastefully, can help keep people revisiting your page.
4. Too personal. The other side of this coin is posting too much personal information. It’s endearing to see a post celebrating someone’s birthday or something that is as much of a milestone as that, but if too much is posted, such as a comment about office shenanigans multiple times a day, it gives an air that is not as businesslike as most people prefer.
5. Lack of interaction. Remember that just posting tweets or updates isn’t the only way to take part in social networking, but discussing and interacting with others who are posting on their own and your pages as well can make you more interesting to them and others who see their pages.

 I hope that these five things to look out for will help you better manage your social networking now and for the time to come. To stay at the edge of issues on HR and staffing, be sure to subscribe to the Human Capital Supply Chain Blog.

Top 5 Social Networking Potholes is a post from: Human Capital Supply Chains

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Compensation is no match for worker happiness, as I recently shared, in my post on how best to fill job vacancies. But how does compensation stand up to passion?

Recent research into what compels employee performance is changing our understanding of what motivational techniques are truly most effective.  Contained within this research are important implications for staffing firms, corporations and executive search firms struggling with executive level job vacancies.

The video embedded below, courtesy of RSA, cites the aforementioned new research that shows a clear difference in the results achieved when using money as a motivator:

For work that requires only mechanical skill, money motivates better performance, as expected.  But when the work to be done requires anything beyond the most rudimentary cognitive skill, the promise of a larger monetary reward for better work actually leads to lower performance.

Once they were compensated fairly, the three primary motivators for an employee became autonomy (functioning independently), mastery (learning new skills), and purpose (working toward a greater goal.)

Combined, these three factors foster an environment where employees are most engaged in their positions and their companies when they feel as though they are:

• Controlling their own destiny
• Improving their personal worth
• Enhancing their own corner of the world

In other words, the perfect formula for passion.

These are the fundamental selling points staffing and HR professionals would do best to remember when filling executive level job vacancies.

Have I left anything out?

If so, I encourage your feedback via a comment below.

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After attending the HR Thought Leadership conference in Atlantic City in June, I came away with a bunch of insights from attendees and other speakers about the Future of Human Capital Supply Chain Software.  I heard from a number of corporate HR executives that there is a HUGE market globally for the “replacement” of first generation 1.0 Talent Management systems over the next few years. This is being driven by the explosion of Web 2.0 technologies and the dis-satisfaction that many corporate HR users have with their “over-sold” current 1.0 talent management solutions. 

In general, the Top 5 Future Capabilites Include:

1) ”User-Defined” systems that can be easily configured by the user, without the expensive need to redesign old customizations.

2) “Consumer Driven” solutions that are vastly more User Friendly and better reflect the user experience of using Google.

3) “SaaS Cloud Computing” solutions that are rented by the month with much easier termination clauses.

4) “Perpetual Beta” software where “Upgrades” become obsolete, because your software is automatically updated every night with bug fixes and new features.

5) “Interactional” solutions where “batches” become obsolete and “work flow” changes are easy and continual.

In addition to these General statements about the Future of HCSC software, there were a few more specific directions discussed:

1) HCSC Software will become a tightly integrated solution from a single vendor that will combine Enterprise Software + Moblie Apps + Web 2.0 Applications.

2) The “Gamification” of HCSC software will begin as younger user demand more of a PS3 or Wii interface device for their Talent Management systems.

3) Expanded use of “Video Interviews” with the new streaming technologies, bigger bandwith and the launch of the iPhone 4 and the iPad.

4) Much better “Scheduling” capabilities through the use of mobile devices and products such as Timebridge and the new auto appointment matching capabilites of Outlook.

5) Better “Expense” management with products such as Expense Cloud, Better “Reference” checking with Checkster and Better “Interconnections” with products such as Jobvite.

6) A complete “Supply Chain” environment that connects your HRIS + ATS + CRM into a single system from a single vendor.

The point of all these predictions is to give our Blog readers a reason to sit down with their current technology vendors and understand “WHEN” they will be receiving these new features and intergrations.  If your vendor does not have “Feature Road Map”, it may be time to find a new vendor that does!!

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For awhile now there have been two camps of thought concerning how to best help Corporations improve the management of their contingent workforce spending.  At first, there were stand alone VMS (Vendor Management Software/Service) companies that applied technology to this business issue,  Over time the large Staffing firms jumped in and through their MSP (Managed Service Provider) offerings and the acquisition of some of the VMS technology companies, they have been able to effectively help their largest corporate clients better manage the flow of contingent spending.  Who is right and who is wrong ???

In a recent article in Workforce magazine, Chris Dwyer (analyst with research firm Aberdeen Group) mentioned that “it now makes good sense to combine a vendor management system (VMS) with a Managered Service Provider (MSP)”.   He continued that “the big attraction of a vendor management system is that they help companies home in on how much they actually pay for temps and all other contingent workers”.   Dwyer also relayed that “VMS users have reduced their time-to-fill rates by 34%, while achieving 37% higher cost savings than non-VMS users”.  The benefits for corporations working more tightly with their Staffing suppliersis becomming more and more aparent to everyone.

Managed service providers, such as Manpower, Adecco and Guidant,  have their own software ( usually through acquisition) for keeping tabs of their client’s contigent labor.  Ed Jackson (CEO at Provade) summed it up very clearly, when he stated that “it was a lot simplier 20 years ago when 90% of the total workforce was permanent, where today it is down to 60% or even lower in some companies”.  Jim Holincheck (analyst withresearch firm Gartner) clarified that “the interest in Vendor Management Systems has been limited to those firms that spend at least $30 million each year on contigent labor”.    As with most new technologies, the largest firms spearhead the initial efforts and then smaller firms follow along.

So where does all of this information lead us ???  From my point of view, the need for a seperate standalone VMS system is quickly fading for a number of reasons.  First, corporations want their current applicant tracking ATS and talent management TMS systems to include most of the VMS functionality as it relates to distributing orders and assigning workers from multiple tiers of staffing suppliers.  On the other side of the coin, staffing firms need some of the VMS capabilities bulit into their own front and back office systems to handle the collection of timecards and creation of invoices for those corporate clients.  Because of this changing direction amongst corporations and staffing firms, we at Bond International Software are currently delivering our Bond Talent corporate solutions and our Adapt/On Demand staffing systems with all of these VMS capabilities built in from the beginning and tightly integrated, just like in an ERP manufacturing environment. 

As Bond and other software firms begin to deploy these integrated Human Capital Supply Chain solutions to corporations and their staffing suppliers, the need for stand alone VMS systems will quickly disappear.  Those VMS firms such as BeeLine will continue to be acquired by staffing firms such as Adecco and other.  What is your company’s strategy for better controlling your Contigent Spending and moving towards a Human Capital Supply Chain environment with your staffing suppliers???  Let me know, Tim Giehll

Staffing MSP Services Kills Need For VMS Firms is a post from: Human Capital Supply Chains

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First of all, I have to give full credit for this post to the Californai Staffing Association.  The information written by them below is one of the BEST descriptions of what staffing firms many times deal with when they interact with a corporate VMS.  It is important for all parties; 1) the corporate client, 2) the VMS/MSP and 3) the staffing firm to better understand the  common frustrations of interfacing with a VMS environment.  Happy Reading !!!

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It’s not likely to change soon; more and more staffing agencies are getting cornered into working with middlemen-vendor managers. One day you’re sending temps to an end user and directly billing the end user. The next day a vendor manager-accounts payable service has been installed between you and the customer. You’re told, “Take it or leave it!” If you must “take it”, at least do it with eyes wide open. There are a number of things you must understand, and do, to make sure you don’t get burned by VMS vendor managers.

Whatever software or web system the VMS uses to interact with the staffing agencies, subcontractors, and temps, you had better understand it extremely well from the very beginning (before you send the first employee). In most cases, if you are not set up perfectly on their system you will not get paid by the VMS no matter how much you have already paid your temps. It does not matter how much of your own internal paperwork or documentation you have. You can send the VMS your invoices, timesheets and payroll data until you are blue in the face, but they will usually only pay the hours recorded perfectly on their system. This can be true whether it is in the normal course of business or even in a dispute. Most VMS will never look at your invoices and never see your time sheets. Never pay employees from your own internal time sheets.

The payment information that vendor manager systems provide staffing agencies is often confusing. Many can tell you, “if you don’t have a good deal of time to reconcile all of the data provided by the VMS every week, don’t even start in with a VMS.” Payment reports from the VMS might include payments from different week endings; payments are not clear cut and may not be tied into one specific week. Confused and overloaded, agency operators just keep erroneously applying payments to the oldest invoices. When a VMS creates confusion and holds payments, or doesn’t pay the correct amounts, the staffing agency usually ends up taking it in the shorts.

Many agencies keep paying employees that are not fully approved, turned on, or activated on the VMS system. The VMS can say the temp did not send their resume, complete a background check or drug screening, meet some educational requirement, etc., etc. Before you find out some element of “fully approved” has not been met, you lose a week or more of pay. And then you may spend countless hours fighting to recover.

In some cases, by contract you only have two or three weeks to find out if an employee is not turned on in their system, to correct hour variances, and handle disputes. You may not even know something is wrong for almost six weeks, until you get a shorted check. When working with a VMS, it is safest to log in and reconcile constantly. Import the hours from the VMS software to your payroll and billing software if possible. If the first check you receive from the VMS does not exactly match your imported data, stop everything. Know that it will never be correct going forward and you will probably lose money in future confusion. Too many staffing agency owners, especially start-up operations, are just so happy to get a check, they ignore the early warning signs.

New developments at the macro level of working with a VMS can also cause you financial losses and higher risk, especially in bankruptcy situations. When working directly with a client, a staffing agency would normally pull a credit report on that direct client before sending in workers. When working with a VMS the real debtor becomes the VMS, not the end user of the temps. In VMS contracts the staffing agency usually has no rights to collect from the company that used the temporaries. It is necessary to pull a credit report on the vendor manager. Normally if the vendor manager ever goes bankrupt, you the staffing agency must return to the court any monies that the VMS paid to you within the ninety day period before the VMS bankruptcy. If the end user of the temps declares bankruptcy, you do not have to return monies paid to you by the VMS; your customer is the VMS. In that case, the VMS would take the bankruptcy hit. Beware…that scenario is changing now. Study carefully the clauses in any VMS contracts you may be given. In some of them you will now see paragraphs that obligate you to return monies paid to you by the VMS if the end user of the temps ever declares bankruptcy. That means you must pull credit reports on, and continually track, both the VMS and the end user.

VMS Hell from a staffing industry point of view is a post from: Human Capital Supply Chains

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In a recent report by research firm Staffing Industry Analysts, it was found that the percentage of companies using Vendor Management Systems ( VMS ) jumped from 34 percent in 2007 to 63 percent in 2009.  Staffing Industry Analysts also predicted the rate would climb to 81 percent in 2011.

This is a very interesting trend for any firm that is trying to better manage it spending on contingent workers.  It also proves the point that the need for corporations and their staffing suppliers to better communicate with each other has never been greater.  For those not familiar with VMS software, it usually sits between a corporation and its staffing suppliers and it automates the “req to check” process with capabilities such as job requisition templates, req approvals, distribution of reqs to staffing partners, assignment letters, time sheets and invoicing.  The software can even help manage independant contractors and outside consultants.

Even though first generation VMS systems are usually stand-alone companies, their functionality and business models will evolve over time.  I feel that current VMS functionality will be split down the middle with requisition activities pushed back into the Talent Management systems that the corporation uses.  The other half of the current VMS functionality will be pushed down into the ERP Systems used by staffing firms.  With today’s easier to use API Interfaces, the corporate and staffing systems will be easily plugged together.  Firms such as Bond International Software and others sell software solutions to both sides of the fence in order to create these new Human Capital Supply Chain environments.

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Today’s business buzz is all about Cloud Computing. With rapid progress in the technology sector, there are new ways to enhance productivity, while cutting costs substantially for the long term. Plugging into the Cloud promises to eliminate the need for costly on-site servers, complex installed software, backup worries and disruptive and expensive upgrades.

Cloud Computing is currently the most sought-after technology for many industries – the staffing and recruiting industry is no exception.

And for good reason.

Cloud Computing Explained

Cloud computing is Internet-based computing where shared software, resources, and information are accessed on demand by your web browser and other web-enabled devices such as cell phones. Simply put, Cloud Computing is a way to have all the benefits of a secure physical infrastructure, with none of the massive costs involved in setting up and maintaining servers and software. Following are just a few of the benefits:

• Cost savings - No hardware to buy. No servers to maintain. No IT staff to pay. No back-ups to worry about.
• Device and location independence - Access software anytime, anywhere using a web browser.
• Reliability - No more worrying about servers going down. For example, eEmpACT On Demand www.eempact.com and Bond Talent  www.bondtalent-us.com are accessed from a state-of-the-art facility with dual power generators, multiple Internet feeds, redundant cooling and world-class security.
• Scalability - The ability to rapidly and inexpensively expand your business.
• Maintenance - Upgrades are simple. With no software in your office – all updates are automatic.
• Better cash flow – Cloud Computing options like eEmpACT On Demand and Bond Talent are offered on an affordable monthly fee basis, which drastically reduces your upfront costs.

 Few disagree that Cloud Computing is poised to make a big impact this decade.  According to a survey by GlassHouse, a Framington, Mass., managed services consultancy, 60 out of 100 North American IT executives polled last December plan to implement Cloud technology in 2010.  

 The staffing and recruiting industry will find Cloud Computing especially useful due to the nature of the work involved. Whether you are meeting clients, managing branches, or interviewing potential candidates away from the office, both time and money can be saved with no loss of productivity or data.

Staffing firms and recruiting departments “do not want to manage IT, they want to manage their business,” explains Simon Piff, a practice director for enterprise infrastructure at IDC, a global IT market researcher.  Ultimately, Cloud Computing is expected to transform a staffing or recruiting firm’s IT spending from a capital expenditure to an operating expense — from up-front lump sums to monthly pay-per-user.  As Piff states, “cash flow is king for most organizations, plus the restrictions on credit” have forced companies to look for more cost-effective Cloud-based software solutions.

 Software solutions, such as eEmpACT On Demand and Bond Talent, provide a single database for integrated front- and back-office operations utilizing the latest in Cloud Computing to streamline your workforce, regardless of size and financial level. Cloud Computing solutions specifically designed for staffing and recruiting allow:

• Firms to sell, recruit, service and manage businesses more efficiently 24/7 from any location.
• Sales reps to be better organized, more productive, and ensure consistent follow-up with potential clients.
• Recruiters to be more responsive to clients, more accurate in candidate matching and leverages the Internet to reduce recruiting costs.
• Managers to better track performance metrics, hold employees more accountable, quickly open new branches and maximize branch productivity.
• Owners to actively manage payables, general ledger and receivables, improve cash flow forecasts, accelerate financial intelligence and ensure operational excellence.

It’s clear why Cloud Computing is being embraced by companies of all sizes. Its advantages of speed, ease of deployment, and low cost make it a viable option for firms looking to improve their service without sacrificing quality.

 The Staffing and Recruiting Office of the Future is Here

Thanks to the advent of web-based On-Demand applications that utilize the lower cost structure of Cloud Computing, combined with the much lower monthly billing of SaaS pricing, the world of software applications is about to make another dramatic change.  As software environments have evolved from DOS to Client-Server to Hosted ASP to Web-based and now to SaaS-based Cloud Computing, prices are set to drop by 50% once again.

 Cloud Computing is being hailed as the future of the mobile staffing and recruiting office. What was unimaginable less than a decade ago is soon to be the standard. Taking this leap in technology today can ensure that your staffing firm moves with the technological times, enhancing employee productivity and saving money in the long run.

Cloud Computing for Human Capital is a post from: Human Capital Supply Chains

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The concept of Six Sigma is not merely a quality initiative for manufacturing or distribution organizations, but it is a business initiative for any strategic business process, including Human Capital Supply Chains.  The real message of Six Sigma for HR goes beyond statistics.  Six Sigma for HR is a total management commitment and philosophy of:

• excellence,
• customer focus,
• continual process improvement and
• the rule of measurement rather than gut feel. 

This is the place where most HR professionals start to get an upset stomach, especially when you mention statistics.  Six Sigma targets four main areas;

• Improving hiring manager/candidate satisfaction (ie: retention)
• Reducing cycle times (ie: time to hire)
• Reducing defects (ie:  cost per hire — perm or temp)
• Increasing workforce flexibility (% of contingent workforce)

Six Sigma for HR does not require any great skill or background in statistics.  In fact, Six Sigma for HR can be described as:

• A statistical MEASURE of the performance of a process
• A GOAL that reaches for near perfection for performance improvement (99.9999% defect free process)
• A SYSTEM OF MANAGEMENT to achieve lasting Human Capital Management leadership and world-class performance

That is probably enough information for now about Six Sigma for HR.  Think about it’s implications to your HR or Staffing organization, talk to the Supply Chain experts within your own company and read your Human Capital Supply Chain handbook.  This is just the beginning of the REVOLUTION !!!

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In a recent Supply Chain research report distributed by TEC at www.technologyevaluation.com , they described the 3 main technologies used by manufacturing and distribution companies to automate their businesses and streamline their processes.  They explain how these decision support systems worked together to guide and protect them through the up-swings and down-turns of the economy.  These 3 “mission critical” systems included ERP (enterprise resource planning), SCM (supply chain management) and APS (advanced planning and scheduling). 

From a Human Capital Supply Chain point of view,corporations also have 3 “mission critical” systems that manage the flow of people talent through an organization.  These 3 systems include TMS (talent management solutions), SSS (strategic staffing suppliers) and WPS (workforce planning solutions). Even though these Manufacturing and Human Capital systems are very different, there are some interesting similarities between them.

 Manufacturing ERP (enterprise resource planning) systems are very similar to HR TMS (talent management solution) systems because they are both responsible for the “inventory” of components or skills within an organization.  If either system identifies a “need” they are responsible for finding that component/skill inside the company or they need to order it from an outside supplier.

Manufacturing SCM (supply chain management) systems serve the same purpose as HR SSS (strategic staffing supplier) systems in that they both manage the flow of purchase orders/personnel requisitions back and forth between corporations and their suppliers.  They also need to handle the common situations of shortages and quality issues.   In addition, they manage the flow of components/workers into and out of the corporation. 

Lastly, manufacturing APS (advanced planning and scheduling) systems and HR WPS (workforce planning solution) systems are both responsible for the real-time re-forecasting of demand for components/workers.  These systems are often integrated directly into the corporation’s sales and financial systems to ensure efficient planning of resource levels and the constant releveling  of Supply with Demand.  These types are systems use advanced mathematical algorithms to smooth out resource fluxuations  over time.

As we have said in our Human Capital Supply Chain book at www.HumanCapitalSupplyChains.com , there are many many lessons and techniques that manufacturing can teach human resources related to their systems, techniques and processes.

Marriage of Manufacturing & Human Capital is a post from: Human Capital Supply Chains

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The most important thing in the Olympic Games is not to win but to take part, just as the most important thing in life is not the triumph but the struggle. The essential thing is not to have conquered but to have fought well.
- Olympic Creed

I’ve been a huge Olympics junkie ever since the 1984 Los Angeles Games in my home state of California. I think maybe the Team USA site sums it up perfectly for me when talking about Olympic values and the Games:

Olympic values are inseparable from culture; the movement blends sport with culture to create a standard of competition, solidarity and fair play. It reaches its peak when the world’s athletes come together at the great sports festival, the Olympic Games.

On the Team USA website, there was a poll about which winter sport would scare you the most.

But what would the outcome be if we asked how many businesses have a supply chain management framework? Would the results be equally as frightening? How many organizations have implemented the five supply chain management processes?

The Supply-Chain Council introduced the Supply Chain Operations Reference-model (SCOR) in 1996 to help manufacturing companies measure process improvements across supply chain organizations. The Supply-Chain Council’s fifty or so participating organizations (e.g. AT&T Wireless, Boeing, Coca-Cola, and Unilever) jointly developed the widely adopted SCOR model.

The SCOR model includes five key supply chain management processes: Plan, Source, Make, Deliver and Return. The model focuses on driving several key performance attributes for supply chains, namely: reliability, flexibility, responsiveness, cost, and asset management. The SCOR model has been updated regularly and now supports a wider set of industries (e.g. retail, service providers) and trends (e.g. e-business, environmental sustainability).

Plan.

In the Olympics, planning is epitomized in the sport of Curling. As curlers push out of the hack to throw their stones, communication between the person throwing the stone and the sweepers is instantaneous and constant. But in this sport, you’re always looking ahead two or three throws. In the Women’s Curling match between the USA and Japan, you could see the teams continuously thinking ahead by planning strategically where their stones would be placed on the sheet.

Planning is the strategic portion of supply chain management wherein companies conduct demand and supply for their end product or service. A big piece of Supply Chain Management (SCM) planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less, and delivers high-quality products and value to customers.

Source.

From millions of pins, to Roots berets for the 2002 Salt Lake City Olympics, to the continuing trendy Polo Ralph Lauren couture for Team USA, Olympic swag is as important to business as the sports and athletes themselves. Any business is wise to choose their suppliers wisely and to manage stock levels, whether it’s physical stock or human capital, at appropriate levels.

Companies choose preferred suppliers to deliver the goods and services that they need to create their end products. Supply chain managers develop a set of pricing, delivery, and payment processes with suppliers, and create metrics for managing supplier performance. Sourcing also includes inventory management, just-in-time receiving, and electronic supplier payment authorization.

Make.

Each sport has a different process for qualifying for a national Olympic Team. Athletes in team sports tend to be chosen by the national coaching squad via their national reputation, national ranking or through results at previous competitions. Some team sports also have an Olympic tryout. Athletes in individual sports compete for a spot on the Olympic Team through qualifying tournaments or their national rankings.

Supply chain managers schedule and manage production, testing, packaging, and delivery preparation. This is the most metric-intensive portion of the supply chain—wherein companies are able to measure quality levels, production output, worker productivity, and production costs.

And if you’re not paying attention to the metrics and your plan, your mistake could be costly to you and your brand. Just ask disqualified Dutch speed skater, Sven Kramer’s coach, Gerard Kemkers.

Deliver.

You really don’t see this part of the Olympics on TV, but unless you’ve been to there in person you know about this. Coordinating the transportation schedules for athletes, media, spectators, and locals can be a logistic nightmare. The public is reminded to “travel smart”. Restaurants and retail outlets also need to balance just the right amount of stock and staff to have on hand so that they don’t have overstock or fall short of end product or service.

Many SCM insiders refer to this part as logistics, wherein companies coordinate the just-in-time receipt of orders from customers, manage a network of warehouses, pick carriers to take products to customers and set up an invoicing system to receive payments.

Return.

We’ve all seen return and exchange policies. In case you haven’t let me show you one from The Olympic Store:

The Olympic Store at www.vancouver2010.com will not accept any returns on orders placed on or after February 9, 2010, with the exception of defective merchandise. Exchanges will be issued on in-stock items only within 30 days of delivery.

Because return is often a problematic part of the supply chain for companies, supply chain planners have to create a responsive and flexible network for receiving back defective and excess products from their customers (i.e. reverse logistics management). Think of this as taking one step back in the supply chain. SCOR’s return process category also includes the customer service and support function.

Customer service and support plays a very important role for the consumer. This is true not only of products, but also of human capital. If a hiring manager experiences poor customer service from HR, they are less apt to work with the recruiter on future hiring projects. By following returns management best practices, businesses can achieve a returns process that addresses both the operational and customer retention issues associated with returns.

In the words of Seth Wescott, Gold Medalist in Men’s Snowboard Cross, “Pressure situations like this kick me into a different level of motivation.”

Are your supply chain management processes golden?

What The Olympics Taught Me About Supply Chain Management is a post from: Human Capital Supply Chains

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