- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
In the 30 years since its inception, the field, profession, and practice of logistics and supply chain management have undergone profound business transformation. This study uses shadowing and practice theory to explore the nature of manager competence in logistics and supply chain management. The results suggest that logistics and supply chain managers use business managerial, generic, and behavioral competences in practice rather than supply chain management expertise. Although the existing literature depicts competences as discrete and factorbased, the findings further reveal how managers use combinations of competences that create synergistic effects. The findings imply that the level of competence in practice extends beyond the sum of individual competences. In particular, company experience is a distinct key competence that managers constantly use in combination with other competences, and thereby has a significant effect on manager competences. The results produce four propositions for future research.
4. Results and discussion
The aim of this section is to present the results and to suggest propositions for future research. In total, this study makes four propositions. 4.1. Competence profile The first finding that stands out from shadowing is the dominance of business managerial competences (30–40% of observations), generic competences (20–30%), and behavioral competences (15–30%) that managers use in practice. The finding leaves little room for SCM expertise (0–5% of observations) and functional competences (5–20%). For example, the managers display SCM expertise on rare occasions only, and almost only when the job description includes a specific expertise area, such as forecasting or inventory management (for clarity, this section lists all competences in italics). Thus, in line with many other studies (Mangan, Gregory, & Lalwani, 2001; Murphy & Poist, 2006; Thai, 2012), this study supports the notion that a manager in L&SCM is a manager first and a logistician second, also in practice. Given forecasts of an increasing shortage of talent in this field (Cottrill, 2010), along with the recognition of supply chain excellence as a competitive differentiator (Aquino & Draper, 2008), this study suggests the following proposition.